1. COMMUNITY CAPACITY ASSESSMENT
SOCIAL INNOVATIONS PTY LTD

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

3. 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

4. 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

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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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)

12. “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

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

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

15. 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

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

17. Whole Community Results
Sectors
Capacities

18. Health Sector
Leadership Capacity

19. 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.

20. . 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.

21. 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 . . .

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

23. THANK YOU
DR KAREN COSGROVE