1. H. Daniels Duncan Faculty Member Asset Based Community Development Institute Asset Based Community Development

2. 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.

3.  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

4. 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

5. Source: “Getting to Maybe: How the World Is Changed” Frances Westley, Brenda Zimmerman, Michael Patton

7. 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.

8.  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

9. 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 Means 9

10. COMMON LANGUAGE COMMON SENSE COMMON GROUND

11. Benchmark Target IndicatorGoal Result Objective Outcome Measure Modifiers Measurable Core Urgent Qualitative Priority Programmatic Targeted Performance Incremental Strategic Systemic Lewis Carroll Center for Language Disorders

12. RESULT 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 system is working. Three types: = Customer Results or Outcomes

13. 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

14. Experience Measure Story behind the baseline (causes) Partners What Works Action Plan Inches of Water BASELINE ? Fixed Not OK Turning the Curve

17. 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 3 rd Grade Reading Scores*

18. Income Population Result Families are financially stable Indicator: Percent of households with incomes below 200% of the Federal Poverty Level.

19. 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.

22. Institutions doing the things that only they can do and stepping back to support citizen and neighborhood/community action Neighborhood/ Community Action (low-cost solutions) Citizen Action (no-cost solutions)

23. 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

24. Mark Friedman (2005). Trying Hard Is Not Good Enough: How to Produce Measurable Improvements for Customers and Communities. USA Trafford Publishing Effort Effect QuantityQuality 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?

26. Contribution relationship – Not cause and effect Alignment of measures Defining Roles POPULATION ACCOUNTABILITY Youth Succeeding in School % 3rd graders reading on grade level % MS students proficient in math & reading % and # students dropping out of school CUSTOMER RESULTS Total # of 1:1 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 ACCOUNTABILITY Middle School Intensive Mentoring Project POPULATION RESULTS

27. Examples of your Population Results Examples of Performance Measures

29. 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?

30. “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.” -John McKnight, July 8, 2009

31.  Primary source of our health  Safety and security  The future of our earth – the environment  Build a resilient economy  Raise our children  Provide care

32. 1. Personal behavior 2. Social relationships (networks of support) 3. Physical environment 4. Economic status 5. Access to health care

33.  Primary source of our health  Safety and security  The future of our earth – the environment  Build a resilient economy  Raise our children  Provide care

36.  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

37.  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.

38. It is the capacities of local people and their associations that build powerful communities. What can we do with what we already have.

39. 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)

40. B B G NP B G G Time & Money Exchanges

41.  Individual talents and skills  Local associations  Local institutions  Land, property, and the environment  Economic strengths

42.  Look inside first to solve problems  Relationships are seen as power  Have a good sense of assets and capacities, not just needs  Leaders open doors  Citizens are involved  People take responsibility

43. Ask them to share their gifts Connect people with the same passion to act collectively Discover everyone's gifts and passions

44. Focus on the gifts of their Heart

46. UnemploymentHousing Projects Poverty Uninsured Illiteracy Child Abuse Truancy Crime Teen MothersGang Members Mentally Ill School Dropouts Homeless Delinquency Addiction

47.  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

48. Gifts of Individuals Citizens’ Associations Local Institutions Skills Youth Artists Labeled People Seniors Churches Block Clubs Cultural Groups Businesses Schools Parks Libraries Hospitals Athletic Groups

49. 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

50. “consumers” of services “advisors" of community programs “producers” of community well-being

51. 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 AdvisorsProducers

52.  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

53.  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

54.  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

55. Church School Agency Store SNAP Office Where are assets of the residents?

58. Colored Sticky Dots = Children and Youth = Seniors = Hunger = Crime and Safety

59. Church School Agency Store SNAP Office

60.  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

62. 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

63. 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”

65. 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

66. 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?

67.  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

68. Examples of Citizen Action in your community The most unique Gift?

69. - Mark Homan

70. - Dave Barry

71. ABCD Toolkit http://hdanielsduncanconsulting.org/ Dan Duncan, dan@hdanielsduncanconsulting.org 512-788-8646 ABCD Institute – Order Publications http://www.abcdinstitute.org/

72. Websites raguide.org resultsaccountability.com Book - DVD Orders amazon.com resultsleadership.org

73. Dan Duncan dan@hdanielsduncanconsulting.org 512.788.8646