COMMUNITY CAPACITY ASSESSMENT SOCIAL INNOVATIONS PTY LTD

Agenda Background Explanation of the process Data results – graphics Interpreted data report What it means for the community Where to from here

Assessment Aims To develop an electronic instrument Establish base-line data for the community Improve community understanding of the capacity and capability of their community Inform strategic planning and investment decision making Indicate the capability of the community to take advantage/recognise opportunities Improve decision making about community development

Focus of the Assessment Capability and capacity of communities Consistency & utility Model of community empowerment Generic approach for future replication Provision of information that can be used to inform government, the community and industry

Design and Methodology Participatory action research Case study – 2 rural communities Community A and B

Criteria To Select Communities Primary Industries is the main basis of local economy Active interest in community planning At least one local champion Interest of community leaders Small size

Methodology Literature scan Initial Framework development Community workshops on framework development Sector – capacity matrix construction Community workshops Finalisation of draft capacities, capacity statements,a and indicators Community workshops on capacity statements and indicators Template development Audits conducted Data Analysis Report Drafting Community planning workshops

The Conceptual Framework Theoretical work by Greg Cock & Lib Hylton Keele (McClure) Community participants understanding of community capacity Theory, research and practice relating to community capacity Established rural and community sociology research and theory

Community Capacity “The resources that a community has that potentially can be used for community development. It is all individual components of community infrastructure and capability” Community Infrastructure + Community Capability Community resources & facilities that are available to support communities The abilities that a community has to actually use this infrastructure

Community Capacity Assessment Model individuals The Community institutions   Social Organisation Education Natural Resources Business Primary Industry Arts & Entertainment Sport & Recreation Health & Human Community Sectors Soft Infrastructure (networks and organisational structures) Hard Infrastructure (bricks and mortar) Three Tiers of Assessment – includes human abilities and infrastructure Mass Programs Access Information Marketing Resources Facilities Equipment Management Leadership Networks & Relationships Government Social Capital Advocacy Inclusiveness Ethics Community Spirit Capacities organizations “People living in the same location who interact with each other” ©2002 Government of SA ,PIRSA

Levels of Analysis Individual Institutional Individuals and the relationships between them Organisational Non government organisations and the relationships between them that are focussed on the Community Institutional Government organisations and the relationships between them that are focussed on the community Community All capacities (infrastructure and capabilities) at all levels (individual, organisational and institutional)

“a sphere of human activity in a community” Sectors “a sphere of human activity in a community” Social Organisation Primary Industry Business Finance Education and Training Employment Environment Health and Human Services Sport and Recreation Arts & Entertainment Religion

Capacities 16 capacities Divided into : Infrastructure (facilities and equipment) Capability (leadership and management) The Template measures: Strength Importance Contribution Confidence

Capacity Contribution Is a combination of how strong and how important a capacity is . . . Capacity Contribution = Capacity Strength + Capacity Importance

Indicators The indicators are identified for each capacity The indicators for the Mass capacity are: Number of organisations and services Range of organisations and services

The Template ‘Is a tool that rural communities can use to assess their capacity strength and their potential to support community development.’

Whole Community Results Sectors Capacities

Health Sector Leadership Capacity

Key Recommendations       Recruit and build strong citizen relationships within and external to the community.     Develop a Community Development Strategic Plan.     Recruit a full time Community Development Officer. This person would be responsible for continuing initiatives of the community ensuring the coordination of community activities.     Develop new and relevant training programs to support individual sector needs at the local level in consultation with community members.     Develop new initiatives to establish partnerships with private enterprise.

. Increase the number of public meetings and  Increase the number of public meetings and workshops, and improve community access to them as a means of building public awareness about sector service provision.  Develop tools for identifying strategic priorities and translating them into achievable actions.  Search for alternative areas of funding, including establishing partnerships with private enterprise.  Review the amount of office space and quality of furnishings required for community projects.  Engage knowledge brokers to develop research projects that are relevant at the local level and manageable by local participation.  Encourage local champions to deliver consistent and positive community messages.

How can the information be used? A community focus - sectors An issues focus - leadership A community project – develop a program Does this community have the capacity to achieve . . . How can the community or sector increase its capacity in . . .

How does this community want to use this information? What’s next? How does this community want to use this information?

THANK YOU DR KAREN COSGROVE 0402657570