H. Daniels DuncanFaculty Member

Asset Based Community Development Institute

Asset Based Community Development

MAXIMIZING YOUR TOOLS TO MANAGE DATA - RESULTS BASED ACCOUNTABILITY

WORKSHOP OBJECTIVES

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.

ASSUMPTIONS FOR CREATING COMMUNITY CHANGE

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

LISBETH SCHORR: LESSONS ON WHAT WORKS

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

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

SIMPLE, COMPLICATED AND COMPLEX PROBLEMS

WHAT IS RESULTS BASED ACCOUNTABILITY?

WHAT IS RESULTS-BASED ACCOUNTABILITY (RBA)?

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.

RESULTS ACCOUNTABILITY IS ABOUT…

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

RBA IN A NUTSHELL2 – 3 – 7

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 Means9

RESULTS BASED ACCOUNTABILITY

COMMON LANGUAGE

COMMON SENSE

COMMON GROUND

THE LANGUAGE TRAP - TOO MANY TERMS. TOO FEW DEFINITIONS. TOO LITTLE DISCIPLINE

Benchmark

Target

Indicator Goal

Result

Objective

Outcome

Measure

Modifiers Measurable Core Urgent Qualitative Priority Programmatic Targeted Performance Incremental Strategic Systemic

Lewis Carroll Center for Language Disorders

DEFINITIONSRESULT

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 systemis working. Three types:

= Customer Results or Outcomes

RESULTS BASED ACCOUNTABILITY – TURNING THE CURVE E

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

LEAKING ROOF (RESULTS THINKING IN EVERYDAY LIFE)

Experience

Measure

Story behind the baseline (causes)

Partners

What Works

Action Plan

Inches of WaterBASELINE

? Fixed

Not OK

Turning the Curve

POPULATIONACCOUNTABILITY

FOR WHOLE POPULATIONSIN A GEOGRAPHIC AREA

CI 2020 - GOALS

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• 3rd Grade Reading Scores*

4 Year Graduation Rates in Pima County

0

10

20

30

40

50

60

70

80

90

100

2000 2001 2002 2003 2004 2005 2006 2007 2008

Year

% o

f s

tud

en

ts w

ho

gra

du

ate

d

Series1

CI 2020 GOALS

Income• Population Result

• Families are financially stable • Indicator:

• Percent of households with incomes below 200% of the Federal Poverty Level.

Percentage of Individuals Living Below a Sustainable Income Level (200% FPL - Pima County)

0%

10%

20%

30%

40%

50%

60%

1999 2000 2001 2002 2003 2004 2005 2006 2007

Year

Per

cen

t Pima County

Arizona

US

CI 2020 GOALS

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.

PERFORMANCE ACCOUNTABILITY

FOR SERVICES, AGENCIES, CITIZEN ACTION AND SERVICE SYSTEMS

Institutions doing the things that only

they can do and stepping back to support citizen

and neighborhood/community

action

TURNING THE CURVE REQUIRES:

Neighborhood/Community Action(low-cost solutions)

Citizen Action(no-cost solutions)

TO “TURN THE CURVE” THE QUESTIONS WE MUST ASK TO ANSWER THE FINAL THREE ACCOUNTABILITY QUESTIONS

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

PERFORMANCE MEASUREMENT CATEGORIES

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

Effor

t Eff

ect

Quantity Quality

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?

HOW POPULATION

&PERFORMANCE ACCOUNTABILITY

FIT TOGETHER

Contributionrelationship – Not cause and

effect

Alignmentof measures

Defining Roles

THE LINKAGE BETWEEN POPULATION AND PERFORMANCE

POPULATION ACCOUNTABILITYYouth Succeeding in School •% 3rd graders reading on grade level•% MS students proficient in math & reading •% and # students dropping out of school

CUSTOMERRESULTS

Total # of1:1 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 ACCOUNTABILITYMiddle School Intensive Mentoring Project

POPULATION RESULTS

DISCUSSION/QUESTIONS

Examples of your Population Results

Examples of Performance Measures

WHAT IS ASSET BASED COMMUNITY DEVELOPMENT

HAND, HEAD AND HEART EXERCISE

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?

“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.”

WHY COMMUNITY MATTERS: THE LIMITATIONS OF INSTITUTIONS

-John McKnight, July 8, 2009

WHAT ONLY INDIVIDUALS CAN DO:

Primary source of our health

Safety and security

The future of our earth – the environment

Build a resilient economy

Raise our children

Provide care

DETERMINANTS OF HEALTH

1. Personal behavior

2. Social relationships (networks of support)

3. Physical environment

4. Economic status

5. Access to health care

WHAT ONLY INDIVIDUALS CAN DO:

Primary source of our health

Safety and security

The future of our earth – the environment

Build a resilient economy

Raise our children

Provide care

HEALTHY COMMUNITIES REQUIRE BOTH CARE AND SERVICE

EVERYONE SHOULD HAVE THE OPPORTUNITY TO BE A PRODUCER OF THEIR OWN AND THEIR COMMUNITY’S

WELL-BEING

IT TAKES EVERYONE TO BUILD A STRONG AND SAFE COMMUNITY

WHAT “ENGAGE THE COMMUNITY” MEANS

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

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.

WHAT IS ABCD?

ASSET BASED COMMUNITY DEVELOPMENT

It is the capacities of local people and their associations that build powerful communities.

What can we do with what we already have.

ABCD

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)

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oney Exchanges

INGREDIENTS OF A HEALTHY COMMUNITY

FIVE TYPES OF ASSETS

Individual talents and skills Local associations Local institutions Land, property, and the

environment Economic strengths

EFFECTIVE COMMUNITIES:

Look inside first to solve problemsRelationships are seen as powerHave a good sense of assets and capacities, not just needs

Leaders open doorsCitizens are involvedPeople take responsibility

THE THREE ACTS OF ABCD

Askthem to share their gifts

Connectpeople with the same

passion to act collectively

Discovereveryone's

gifts and passions

HOW DO YOU ENGAGE PEOPLE TO SHARE THEIR GIFTS?

Focus on the gifts of their Heart

ASSET MAPPING

NEEDS MAP: COMMUNITY

Unemployment Housing Projects

Poverty

Uninsured

Illiteracy

Child Abuse

Truancy

Crime

Teen Mothers Gang Members

Mentally Ill School DropoutsHomeless

Delinquency

Addiction

CONSEQUENCES OF THE POWER OF THE NEEDS MAP

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

THE ASSET MAP

Gifts of Individuals

Citizens’ Associations

Local Institutions

Skills Youth

Artists Labeled People

Seniors

Churches Block Clubs

Cul

tura

l Gro

ups

Businesses Schools

Parks

LibrariesH

ospi

tals

Ath

letic

Gro

ups

CONSEQUENCES OF ASSET MAPPING

• 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

THROUGH ASSET MAPPING, COMMUNITY RESIDENTS MOVE FROM BEING:

“consumers” of services

“advisors" ofcommunity

programs

“producers” ofcommunity well-being

THE PATH OF INDIVIDUALS

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

Advisors Producers

ASSET MAPPING

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

ASSET MAPPING STEPS

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

CREATE A RESIDENT LEADERSHIP TEAM

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

Church

Church

Church

School

School

Agency

Agency

Agency

Agency

Store

Store

SNAP Office

ASSET MAPPING – A NEIGHBORHOOD – FIRST MAP

Where are assets of the residents?

NEIGHBORS THAT CARE

Name:________________________________________________ Phone:________________________________________________ Address:______________________________________________ Email:________________________________________________ Occupation:____________________________________________

What are your gifts, skills, or abilities that you are willing to share? (Examples: child care, reading, computers, gardening, singing, listening, praying, cooking, teaching, caring for the sick, sewing, auto/home repair, construction, etc.)

_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ What do you care about? (Examples: children issues, family, environment, teenagers, seniors, teenage pregnancy rates, domestic violence issues, personal safety, education, widows/widowers)

_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________ What associations do you belong to? (Example: church, organizations, support groups, women and men’s groups, etc.)

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Who else do you know in the Neighborhood? Would you be willing to interview them? __________________________________________________________

SAMPLE – GIFT INVENTORY

QUESTIONNAIRE

NEVER INTERVIEW SOMEONE YOU DON’T KNOW

GROUP AND MAP BY PASSIONS

Colored Sticky Dots = Children and Youth

= Seniors

= Hunger

= Crime and Safety

Church

Church

Church

School

School

Agency

Agency

Agency

Agency

Store

Store

SNAP Office

ASSET MAPPING – A NEIGHBORHOOD: THE ACTION MAP

ASSET MAPPING STEPS

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

THE NEW ROLE OF INSTITUTIONS

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

TODAY’S HUMAN SERVICE ROLE

INSTITUTIONAL ASSETS

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”

INSTITUTIONS SHOULD LEAD BY STEPPING BACK TO CREATE SPACE

FOR CITIZEN AND COMMUNITY ACTION

FIVE STRATEGIC QUESTIONS: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

WHAT CAN WE STOP DOING EXERCISE

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?

TWELVE GUIDING PRINCIPLES FOR COMMUNITY DEVELOPMENT: ABCD IN ACTION

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

DISCUSSION/QUESTIONS

Examples of Citizen Action in your community

The most unique Gift?

PERHAPS THE MOST IMPORTANT CONTRIBUTOR TO A COMMUNITY’S SUCCESS IS A BELIEF IN ITS ABILITIES

RATHER THAN IN ITS PROBLEMS.

- Mark Homan

- Dave Barry

NEVER BE AFRAID TO TRY SOMETHING NEW. REMEMBER THAT A LONE AMATEUR BUILT THE ARK.

A LARGE GROUP OF PROFESSIONALS BUILT THE TITANIC.

ABCD Toolkithttp://hdanielsduncanconsulting.org/

Dan Duncan, dan@hdanielsduncanconsulting.org512-788-8646

RESOURCES - ABCD

ABCD Institute – Order Publicationshttp://www.abcdinstitute.org/

RESOURCES - RBA

Websitesraguide.orgresultsaccountability.com

Book - DVD Ordersamazon.comresultsleadership.org

Dan Duncan

dan@hdanielsduncanconsulting.org

512.788.8646

MAXIMIZING YOUR TOOLS TO MANAGE DATA - RESULTS BASED ACCOUNTABILITY