RCT ABCD 2 day training report

Asset Based Community Development (ABCD) Training Courses with Cormac Russell 25.11.14 at the University of South Wales 11 & 12.02.15 at the Coleg y Cymoedd Nantgarw Campus Hosted by Cynefin RCT and the ‘Working With Not To’ Co-Production Project & Scarlet Design Int. Ltd.

w www.workingwithnotto.com e workingwithnotto@gmail.com @workingwithnot2

With thanks for their support to: The ESF Funded Cwm Taf Regional Collaboration Board Consultation Project for their kind sponsorship, which has meant we are able to offer the free places on this training course.

CONTENTS Welcome..............................................................................................................................................Page 3 First ABCD event: 25.11.14 at the University of South Wales...........................................................Page 4 Second ABCD event: 11 & 12.02.15 at the Coleg y Cymoedd Nantgarw Campus..........................Page 6 Phil Vickery has proposal..................................................................................................................Page 10 Feedback...........................................................................................................................................Page 11 Nuture Development’s ABCD Guidesheets......................................................................................Page 12

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ASSET BASED COMMUNITY DEVELOPMENT ( ABCD ) TRAINING COURSES WITH CORMAC RUSSELL REPORT

WELCOME Hello This report is a summary of the three Asset Based Development (ABCD) Training sessions we have co-hosted in RCT. We are also including, a photostory, my sketchnote post-its and 12 Guidesheets from Cormac, providing more information on ABCD. On 25.11.14 we co-hosted a 1 day ABCD training workshop with Cormac Russell and a group of 30+ people from a range of sectors and backgrounds. It was an inspiring and energised day, with Cormac personalising the training to the group in the room, and providing ideas, solutions and real life stories for many of the challenges we are currently facing. The feedback to the event was very positive, with the group suggesting that many more people would have liked to attend, and that they would recommend it to colleagues and connections if we ran it again.

In response to this, Cormac kindly agreed to run another training workshop on 11 and 12 February day of the ABCD 2 day training workshop. By the end of these over 50 people have attended the training. We’re very proud that we started with £1500.00 ESF funding organized by Gabi Torkington, Cynefin RCT Co-ordinator.

Through ticket sales we were able to ‘co-produce’ 3 days training from an initial 2 day budget; whilst also still being able to offer some free community places – co-production in action.

Next steps… Several ideas emerged in the end planning session, and we are keen to hear from anyone interested to taking things forward. Phil Vickery has proposal which you can read on page 10.

We are in discussions about what a potential event with Cormac on 28 April could look like, and a more general South Wales CoProduction meetup. Could it be a project and ideas sharing and / or a community of practice event?

Cormac is keen to support ABCD in South Wales, and keep the momentum going from the training. This is our opportunity to work with him to make it happen, especially as this approach follows the direction of travel in terms of planning local services’ and aligns with prudent healthcare. The challenges on public services and communities in Wales are clear and there is a forecast of increasing pressure in the future. How can we work together to improve community life and service provision despite these challenges?

Thanks Fran O’Hara Director, The ‘Working With Not To’ Co-production Project

ASSET BASED COMMUNITY DEVELOPMENT ( ABCD ) TRAINING COURSES WITH CORMAC RUSSELL REPORT

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25.11.2014 ATTENDEE LIST

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NAME

ORGANISATION

Phil Vickery

The Chapel

Karen Davies

Purple Shoots Business Lending Ltd

Heledd Morgan

RCT CBC

Gaynor Davies

RCT CBC

Gail Beynon

RCT CBC

Christian Servini

Natural Resources Wales (NRW)

Becky Davies

Natural Resources Wales (NRW)

Gwenda Owen

Community Engagement & Active Travel Specialist

Catrin Reynolds

Menter Iaith RhCT

Kerry French

Portage Early Education

Liam Way

Rhondda Housing

Debbie Pike

Rhondda Cynon Taf CBC

Neil Elliott

RCT Council

Liz Dean

Rhondda Cynon, Taf CBC, Countryside

Samantha Evans

Cymryd Rhan

Victoria Bancroft

Cynefin Swansea

Keryl Lanfear

Rhondda Cynon, Taf CBC

Ian Thomas

Welcome to our Woods Project

Dr Tim Jones

Pumpco

ASSET BASED COMMUNITY DEVELOPMENT ( ABCD ) TRAINING COURSES WITH CORMAC RUSSELL REPORT

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ASSET BASED COMMUNITY DEVELOPMENT ( ABCD ) TRAINING COURSES WITH CORMAC RUSSELL REPORT

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11 & 12.02.2015 ATTENDEE LIST

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NAME

ORGANISATION

NAME

ORGANISATION

Louisa Addiscott

Glyncoch Regen LTD

Cormac Russell

Nuture Development

Diana Berriman

Severn Wye Energy

Jo Sachs-Eldridge

Local Transport Projects Ltd

Gail Beynon

Early Years and Family Support Services

Christian Servini

Natural Resources Wales

Chris Bolton

Wales Audit Office

Victoria Snook

Communities First

Siân Bunston

Communities First

Amy Sullivan

Communities First

Tony Burnell

Ynysybwl Enterprise Programme

Lindsay Sullivan

Communities First Central Support

Emma Cambray-Stacey

TBCB

Sara Thomas

Public Health Wales

Leigh Caveney

Rhondda Housing Association

Gabi Torkington

Rhondda Cynon Taff

Becky Davies

Natural Resources Wales

Isabel Vander

Scarlet Design Int / WWNT

Karen Davies

Purple Shoots Business Lending Ltd

Phillip Vickery

The Chapel

Liz Dean

RCT CBC

Liam Way

Rhondda Housing Association

Samantha Evans

Cymryd Rhan

Jim Wright

TBCB

Geraint Evans

RCT CBC

Maria Gallagher

Public Health Wales

Kelly Hayes

Communities First

Jayne Hunt

Severn Wye Energy

Simon James

Interlink RCT

Tracey James

Newydd Housing Association

Nicola John

Cwm Taf University Health Board

Angela Jones

Public Health Wales

Dr Tim Jones

Pumpco

Nicola Lewis

Communities First

Bethan Lewis

Communities First

Fran O’Hara

Scarlet Design Int / WWNT

Gwenda Owen

Community Engagement & Active Travel Specialist

Adriana Owens

Scarlet Design Int / WWNT

Marit Parker

Post Grad Student

Wendy Rees

Communities First

ASSET BASED COMMUNITY DEVELOPMENT ( ABCD ) TRAINING COURSES WITH CORMAC RUSSELL REPORT

ASSET BASED COMMUNITY DEVELOPMENT ( ABCD ) TRAINING COURSES WITH CORMAC RUSSELL REPORT

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ASSET BASED COMMUNITY DEVELOPMENT ( ABCD ) TRAINING COURSES WITH CORMAC RUSSELL REPORT

ASSET BASED COMMUNITY DEVELOPMENT ( ABCD ) TRAINING COURSES WITH CORMAC RUSSELL REPORT

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ABCD ACTION WITHIN RCT FEB 2015 Following our ABCD sessions last week The following is proposed as a possible activity making use of the principles involved.

Issue It is proposed that Supporting People funding that provides support for elderly residents in sheltered accommodation is removed leaving them without needed assistance.

Proposed Activity to address this: • Informally gather residents to ask the question “How best do you want to be supported?”

• The results of this will be put to other groups who are or could be involved in providing that support. These being:- family carers and relatives, careworkers currently providing the support and neighbours to the sheltered project.

• Connectors are sought within these gatherings and brought together in a forum to discuss ways in which the aspirations of the residents can be met in a more community based way.

Possibly making use of the informal support of other residents, family carers, community neighbours and some of the existing careworkers, if ways of financing these can be found (e.g. direct payments of money provided via local authority social care but used creatively.)

Result hoped for...

A continued level of support but delivered in a more informal, creative way, that affirms the role of family carer, neighbour, and friends, as well as empowering the resident themselves: making use of paid careworkers in a non-institutional way as personal assistants who are part of the community rather than external visitors. This will be based within the sheltered unit and not involving travel to external institutions such as day centres or the

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need to move residents to establishments with greater support.

This is a suggested less institutional result although the actual result will depend upon the expressed aspirations of the residents and other groups.

Resources Needed • Stories of similar activities such as Cormac’s story of his brother, to encourage a ‘We can’ attitude.

• Possible work amongst the various groups to explore their abilities and talents that can be used collectively to meet these needs and to enable their self confidence and community. ( Self Reliant Groups can provide this encouragement but other ways can be used)

Way forward At the moment this is for discussion to see who is interested in pursuing it. Those of us involved in housing provision or social services departments will have an obvious interest and input into this so their involvement would be appreciated.

Further information is also needed in respect of locations of and extent of need for support within sheltered units. Some of us may have interest within this issue because of Sheltered housing establishments in our neighbourhood or even relatives living in sheltered units. Some may see other groups of people who face a similar dilemma because of the removal of Supporting People monies and see application of these ideas elsewhere. Please respond and we will see what happens from there.

Phill Vickery Community Development Worker – Blaenycwm Chapel maggieandphill@homecall.co.uk 07814126849

ASSET BASED COMMUNITY DEVELOPMENT ( ABCD ) TRAINING COURSES WITH CORMAC RUSSELL REPORT

SOME FEEDBACK FROM THE TRAINING... “ Very inspiring examples, stories and methods” “Listening to the community. ” “Conviction to go after what is not comfortable” “Thinking about community needs/wants from their perspective, rather than just from an institutional one”

“Needs to be carried on collectively”

Which learnings will you take from today?

“Need to find connectors” “Promote empowerment and continue to support freedom of choice” “I think this is a real opportunity to transform culture, in organisations and neighbourhoods”

“Fantastic techniques and stories to use again, to make/keep it real”

“New way of thinking” “Standing back, allowing the community to lead” “Lots to think about, will influence my work significantly!”

“Better understanding of the power of community” “ Lots, reinforced previous learnings” “It will help inform future work with communities – in and outside of work” “There are ways in which we can help support communities to develop locally”

ASSET BASED COMMUNITY DEVELOPMENT ( ABCD ) TRAINING COURSES WITH CORMAC RUSSELL REPORT

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GUIDESHEET

Nurture Development’s ABCD Offer & Guides What to expect from an ABCD Learning & Development Programme with Nurture Development Every community and partnership will be different but generally Nurture Development anticipate that learning and development programmes: a)

Will be committed to using an ABCD approach to create stronger, safer, healthier, happier and more inclusive communities.

b)

Will be committed to integrating ABCD methods and tools into their day to day practice. To assist this process Nurture Development have developed a number of practical tools and guides to identify, connect and mobilise individual, associational, and institutional assets and resources and reveal the hidden treasures within people.

c)

To build and strengthen connections between individuals and across associations and institutions thereby increasing community cohesion and reducing isolation.

d)

To recruit, train and actively support local Community Builders in the Neighbourhood Learning Sites to ensure the longevity of an ABCD approach and the sustainability of the change achieved.

Due to the nature of Asset Based Community Development being an iterative process, it is difficult to pre-determine a timetable for any given Learning & Development Programme. We do, however, generally work across 4 core phases of learning and development, all of which overlap with one another. The specific phasing of the work is determined with partners at the outset of the programme following an initial review of the current landscape and reviewed throughout.

and building consensus amongst key partners. These early stages form the foundations for sustainable change.

Together we will agree the most appropriate methods of engagement, but generally, we expect these to include: a)

Individual & group meetings with key partners & local stakeholders to map out the strategic direction of travel for the ABCD Learning & Development Programme. This includes supporting partners to work out the most appropriate implementation framework locally and how to select further Learning Sites.

b)

Investing in Leadership mentoring and support by working directly with senior leaders in local neighbourhoods, Social Care, Housing, Faith Communities, Business, Sport and any other constituencies where interest emerges to support the approach going forward.

c)

Co-producing a communications strategy & core programme materials for dissemination.

We will work together to maintain consensus throughout the programme. We have found the following to be successful approaches in consensus building: i.

Support the convening of a Community of Practice: representatives from all interested parties convening regularly to connect, reconnect, share ideas, initiate or build on ideas, share learning and celebrate successes.

These should not be ‘just another meeting’.

ii.

Hosting workshops / other events (as appropriate).

Phase 2: Learning & Development

This phase is cross-cutting in that it runs throughout the programme. It focuses on Asset Based Community Development & Strengths Based Theory & Practice. In line with Phase 1 this includes rolling workshops/seminar series, one day events, development of resource materials and facilitated events. It is an ongoing process that is shaped by Phase 1: Building & Maintaining Consensus the knowledge and experience of partners and evolves The early stages of the Learning & Development Programme alongside their development. are focussed on developing and strengthening relationships

© Copyright Nurture Development, 2014

GUIDESHEET

12 Domains of People Powered Change History has shown that one of the consequences of modern post industrial society has been the growth in public services and the over-reliance on those services and on professionals within them, to provide and produce aspects of life such as health and well being, that people and communities are best placed to deliver.

Nurture Development believes there are at least 12 domains in which this is true; where the ability to deliver positive outcomes is uniquely within the competencies of people, not services or systems. That is not to say that services should be excluded from the domains, but that the starting point for considerations within each should always be on people powered change, then on what is needed from services. The 12 domains are: 1. Health and Wellbeing Our health and wellbeing is mainly determined by the extent to which we are positively connected to each other, our environment and local economic opportunities.

2. Safety and Security Increased police presence does not lead to enhanced safety and security in the same way that a connected community can.

3. Caring for the Environment Imagine what is possible if people become more intentional and collective about their decisions around transport, heating and lighting their homes and how they manage their waste.

have a central place for older people.

8. Building Communities Communities grow from inside out, evolving from the place where ‘I’ live, to the community where ‘we’ grow. They can only grow through the deepening of human relationships.

9. Civic Action for Deeper Democracy & Just Society Civic action for social, environmental and economic justice provides the rudder for keeping governments honest and on track, democracy meaningful, and people engaged in civic life.

10. Respond to Natural Disaster / Climate Control Nowhere is people power more apparent than in the face of natural disasters and the consequences of climate change; as human beings, when faced with an unprecedented extreme situation, we dig deep, pull together (self-organise), and respond by building community.

11.

Lifelong Learning & Sharing Wisdom

Knowledge and wisdom are hatched in the nest of everyday life and more particularly in associational life, not in educational, commercial or professional institutions.

12.

Changing the World

"Change doesn’t happen because of how we invest our money.

Change happens because of how we invest our human energy, and Most enterprises start small and local, in garden sheds, attics and at it always has since we came down from the trees." Daniel Taylor – the kitchen table and in return they become the heart blood of Future Generations local economies and one of the most reliable sources of We have seen moves towards people powered change in recent employment for many communities. years with, for example, the steady progress towards 5. Mindful Food Consumption & Production personalisation in the health sector; with the growth of community based TimeBanks across the UK, and; with the growth in Local food chains enhance outcomes in the areas of health, investment for community building programmes from government environment and local economic well-being. and other funding sources such as the Big Lottery.

6. Raising Powerful Connected Children So things are moving in the right direction but we believe that it is Children need to believe in their families and community. Children both economically and ethically the time to accelerate these do not grow powerful in institutions; their power grows the closer changes and not just as a part of a money saving exercise, but with they are to the centre of family and community life. the explicit purpose of re-energising communities and the people 7. Ageing Well in Place / Locale within them. The role of the Community Builder, with the support of Community Connectors, is to use their gifts and the tools we The type of care required to age well across the life course is the have developed to enhance, deepen and hasten the change. kind that sees both the gifts and needs of older people, in that 4. Nurturing the Local Economy

order. This kind of care is only located within communities that

© Copyright Nurture Development, 2014

GUIDESHEET Coaching Coaching and Mentoring are processes that we use to support Community Builders (CB) achieve their full potential as they work through the Six Stepping Stones framework in their communities. This Guidesheet focuses solely on Coaching.

What is Coaching?

There is no single definition of coaching. Following a review of coaching literature and examples of international practice, Nurture Development has developed the following understanding of coaching: Coaching is a positive, proactive and designed relationship that facilitates self-knowledge and learning; effects change; helps to overcome barriers and obstacles; and sets relevant goals and supports their achievement, enabling individuals and communities to reach their full potential.

Furthermore, for Nurture Development, coaching: 

Is not an expert – client relationship. It is an equal relationship that builds a sense of ‘travelling together’



Facilitates personal development and may have an impact on personal attributes such as social interaction and confidence



Demonstrates a ‘strength-based philosophy… that a coachee has the capacity to find their own solutions’



Facilitates the ‘exploration of needs, motivations, desires, skills and thought processes to assist the individual in making real, lasting change.’ It is a learning experience ‘in which the coachee takes his or her self-knowledge to a new level of understanding’ that enables ‘post-reflective thinking… where the coachee is able to look back at their experience with the benefit of a clearer, more balanced view and consider future actions with the confidence of self-knowledge and clarity of thought.’



Bases goals and actions on ‘learning insights rather than the other way around.’



Ensures that clients develop personal competencies and do not develop unhealthy dependencies on the coaching relationship.

Within this relationship, the Nurture Development Coach is: 

An observer



A sounding board



A support in the setting and achieving of goals



An empowerer and facilitator



A cheerleader who maintains unconditional positive regard for the coachee, which means that the coach is at all times supportive and non-judgemental of the coachee, their views, lifestyle and aspirations © Copyright Nurture Development, 2014

GUIDESHEET

Asset Mapping What is Asset Mapping?

1.

Individual Assets – gifts, skills and capacities

Every community has a tremendous supply of assets and resources that can be used to build community and solve problems. Asset mapping is the process that helps to discover and connect these assets.

2.

Groups and Associations – formal and informal groups and networks

3.

Assets of Local Institutions

4.

Physical resources – e.g. meeting places, unused land and green spaces and economic exchange

5.

Economic resources

Asset mapping involves generating a map or inventory of the resources, skills and talents of individuals, associations and organisations. The process is not just about data collection – it is about connecting people to others on the basis of their assets, it is about self-realisation, empowerment and leadership development.

It is therefore vital that residents and their associations do the asset mapping themselves so that they i) build new relationships, ii) learn more about the contributions and talents of community members, and iii) identify potential linkages between different assets.

Through one to one Learning Conversations (see Guidesheet: Building Blocks of Community), Connectors engage with and talk to their neighbours with the express purposes of finding out: 

What people care about enough to do something about



What gifts and talents they would like to contribute to the community

Connectors are central to the asset mapping process and play a key  role in identifying the talents and interests of local residents and the potential resources available through local associations. The asset mapping process should seek to map the following:

What would need to happen for them to join like-minded locals in the community building effort.

© Copyright Nurture Development, 2014

GUIDESHEET

Community Builders

What is an ABCD Community Builder?

An ABCD Community Builder is someone who is focused on engaging the skills, knowledge and talents of every community member, as well as the institutional, associational, physical, economic and cultural resources that are part of every community to a greater or lesser extent.

They are very comfortable both encouraging and gently (and sometimes firmly) challenging community leaders and professionals to keep reaching out to bring in the assets and energies of people, and resources who/that are often left out. The core qualities of an ABCD Community Builder are outlined below.

The ABCD Community Builder’s main concern is how to empower a wider, equal partnership between residents and the clubs, groups and social networks of their community and the institutions that serve them. They are community weavers, intent on weaving the community together relationship by relationship, strength by strength.

They understand that most communities are places overflowing with strengths, and that their job is to issue an invitation to citizens to enter into conversations that matter, with each other. These conversations matter because they deepen relationships and lead to actionable change; they focus on what is ‘strong’ not what is ‘wrong’.

What do ABCD Community Builders actually do?

An ABCD Community Builder spends most of their time out in their community, NOT sat at a desk – usually an 80/20 split. They spend their time getting to know every aspect of their community and the people in it: 

Building strong relationships across the community that are independent of agendas other than one that supports community building



Convene community members (including local associations and institutions) who are interested in making change happen, and supporting them to do so.

How do you find them / recruit Community Builders?

Recruiting the right person for the job is one of the most important parts of any community building programme.

Nurture Development has created a Community Builder Recruitment Pack that can be tailored to each community and to the particular requirements of partner organisations.

Recruitment is usually carried out by the Sponsorship Group (see FACTSHEET: Sponsorship Groups).

Are Community Builders paid?

In most circumstances, yes.

What are the tools that every Community Builder needs?

1. Asset mapping 2. Connection 3. Learning conversations 4. Appreciative inquiry 5. Story telling What support does a Community Builder need?

Community Builders will receive mentoring, training and coaching from the Nurture Development Project Guides (as required). In addition, they should be supported on a day to day basis by their Sponsorship Group around: 

HR requirements in line with Sponsorship Group policy



Line management and/or supervision





Identifying and recruiting Community Connectors (see FACTSHEET: Community Connectors)

In line with safe working practices, a dependable point of contact within the Sponsorship Group during the hours they are working in the community



 Creating spaces where interested community members can come together to share their gifts, ideas and build their own relationships

The opportunity to gain peer support from other Community Builders in their area or at another Nurture Development Learning Site

© Copyright Nurture Development, 2014

GUIDESHEET

Community Connectors

What is a Community Connector?

Community Connectors are ‘people specialists’. They know and keep in touch with many people and are able to create and maintain long- lasting friendships. Being a Connector comes naturally to them; it is not something that can be taught. Connectors, in marketing terms, are trendsetters.

Community Connectors are natural networkers, relationship builders, positive, optimistic, caring and compassionate local people. Any attempts to turn them into ‘professionals’ should be resisted. Their priceless contribution is connecting people, associations and institutions more widely to the community and in weaving the community together.

TOP TIPS Many community building efforts struggle or fail because time is not given to finding Connectors and building and nurturing relationships with them. Community Builders must acknowledge that they alone cannot build a community and that it is not within their capabilities to know as much as a vibrant group of Community Connectors.

According McKnight and Block, Community Connectors are: 

Always looking for other people’s ‘gifts’



See the positive, the ‘half full’, in everyone



Well-connected themselves



Trusted by others



Know how to create new trusting relationships



Believe in the people in their community



Get joy from connecting and inviting people to come together

How do you find them / recruit them?

Community Connectors are fairly easy to find. Their names will crop up regularly in Learning Conversations (see FACTSHEET: The Building Blocks of Community) and they will usually be present at community events and activities.

You probably won’t find them at formal meetings as they tend to shy away from these in favour of fun gatherings.

You might find that some people are uncomfortable to be formally acknowledged as Community Connectors. This will be especially true amongst ‘natural connectors’ who might have busy lives and a range of commitments. Try to avoid being too rigid in how Community Connectors can be involved in your community building programme – you don’t want to start excluding people.

You will often find that Connectors know other Connectors. Community Builders should create a space for Connectors to come together to understand the community building programme they are being asked to support and to discover how they might be willing to work with each other to reach out to the wider community, particularly those on the margins.

A good starting point for Community Builders in finding Community Connectors is to think about their own networks; who are the people that bring you together with others and whose energy, imagination and kindness provides the bedrock of your connection? These people are ‘connectors’.

© Copyright Nurture Development, 2014

GUIDESHEET

Community of Practice

What is a Community of Practice (CoP)?



It is a learning forum where a group of peers willingly come together to develop expertise in a chosen area of practice that will support work on strategic areas.

Improving skills and competencies of individual members



Increasing opportunities to pro-actively raise issues with relevant forums

How does this happen?



Encouraging strategic alignment with all those involved in your chosen field and other relevant professionals.

This happens through: 

Sharing experiences (credible information, insights, Types of Communities of Practice successes, challenges)



Building a specific knowledge base

Problem solving communities



Developing and implementing new ideas and approaches

Communities that bring together expertise from a variety of sources to focus on solving a common problem.



Finding creative solutions

Knowledge sharing communities



Evaluating outcomes.

What are the Benefits of establishing a ‘Community of Practice’ for members, associated agencies and projects? 

Contributes to better and more informed decisions and outcomes



Provides an opportunity for experimenting with new ideas and approaches



Facilitates information sharing, particularly where the body of knowledge is still developing and not easily accessed









Communities that build a specific knowledge base in key areas to develop shared information processes and focuses on filling knowledge gaps. This involves acquiring new knowledge and collating, organising and distributing existing knowledge that their members use every day.

Better Practice communities Communities that focus on developing, testing and disseminating specific practices. A structured vetting process is created through sharing documented practices.

Innovation communities

Communities that are based around technical or professional peer groups, identifying new and emerging Increasing access to expertise across the areas of knowledge where there may be the opportunity geographical area to gain an edge and provides the basis for rapid Helping all those involved in your chosen field to do dissemination of new ideas or products. their jobs more effectively by improving How to create a Community of Practice understanding of better practice and innovation in At the heart of developing a CoP is the ‘action learning’ their field method. This involves creating an ongoing ‘learning circle’, Identifying and promoting best practice which can which cultivates innovation and creativity, as participants be re-used by practitioners in similar work roles actively build a trusting CoP and support where each can share insights, success, confusion and challenges.

Improving problem solving capabilities in your chosen field, across your geographical area

© Copyright Nurture Development, 2014

GUIDESHEET

Nurture Development Mentoring Alliances What are the aims of Mentoring Alliances?

CHECK LIST

1.

a)

Why have I become a mentor / mentee?

b)

What do I offer / what do I want?

c)

What mentoring skills do I have / want my mentor to have?

d)

How much time will we have?

e)

Where will we meet?

f)

What mutual contacts are we likely to have? How might that affect us?

g)

Who else is involved in this process (e.g. managers, residents etc.)?

h)

What experience have I had of Asset Based Community Development?

i)

What do I want to see happen in my organisation / the community?

j)

What do I not want to see happen in my organisation / the community?

2.

To develop our capabilities and potential as ‘Community Builders’ To initiate feelings of closeness and community*

*A community is a place where people come together to support and challenge each other and to develop themselves at the same time

About our approach The Mentor assists the Mentee(s) to improve performance, increase awareness, identify options and initiate action.

Mentees are responsible for making their own decisions and choices.

Advantages of Mentoring Traditional mentoring schemes tend to re-enforce the status quo.

With the very best of intentions people say one thing and do another, often out of awareness.

By putting aside our own assumptions and really listening to each k) other we transcend individual differences.

The Four Stages of forming a Mentoring Alliance: 1.

Preparation

2.

Relationship

3.

Agreement

4.

Telling our story

What help would I like from others in my organisation / the community?

2. Relationships The Mentor - Mentee relationship begins by sharing what each hopes will be achieved through the Mentoring Alliance and discussing individual responses to the Check List.

It continues by working through the following aspects of the mentoring relationship together over time:

If you would like to find out more read “Transformational Mentoring” by Julie Hay McGraw Hill. 1995).



What opinions do we share?



What do we have in common?

1. Preparation



How will we share control, (mentee over content, mentor over process)?

Before the first meeting please jot down your responses to the questions in the following Check List.



Do we feel able to be spontaneous?



How will we challenge each other?



How will we handle conflict?

(After going through the lists at our first meeting a combined version will be used to evaluate the Mentoring Alliance).

© Copyright Nurture Development, 2014

GUIDESHEET Recovery & Recovery Capital What do you mean by ‘Recovery’?

Recovery is a well-established term within the drug and alcohol field but there remains a level of divergence about what exactly it entails and how it is measured. The debate about the definition touches on some of the most controversial issues within the addictions field e.g. harm reduction & abstinence. Some of the most commonly used definitions are set out to the right.

Despite the lack of an agreed upon definition there seems to be some agreement about the core components: 

that it is a process and not necessarily an end state – this is a personalised process



well-being and quality of life – it is a lived experience rather than something diagnosed



hope and aspiration



some measure of community engagement or citizenship



some measure of sobriety

Whether that measure of sobriety relates directly to abstinence, reduced use or medically supported recovery is something that we believe should be defined by the individual and should be flexible to changes in individual circumstances.

‘Recovery is the experience (a process and a sustained status) through which individuals, families, and communities impacted by severe alcohol and other drug (AOD) problems utilize internal and external resources to voluntarily resolve these problems, heal the wounds inflicted

by AOD-related problems, actively manage their continued vulnerability to such problems, and develop a healthy, productive, and meaningful life.’

William White (2007)

‘Recovery from substance dependence is a voluntarily maintained lifestyle characterised by sobriety, personal health, and citizenship.’

Betty Ford Institute Consensus Panel (2007)

What is ‘Recovery Capital’?

If we understand recovery in these terms then we can understand Recovery Capital as the sum of resources that may facilitate the process of Recovery.

There is also some variation in the various domains of recovery capital. We tend to talk about 3 distinct domains: 1.

Personal Recovery Capital (which includes physical and human)

2.

Social Recovery Capital

3.

Community Recovery Capital (which includes cultural).

‘The process of recovery from problematic substance use is characterised by voluntarily sustained control over substance use which maximises health and well-being and participation in the rights, roles and responsibilities of society’ UKDPC Consensus Group (2008)

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GUIDESHEET

Sponsorship Groups

What is a Sponsorship Group?

A Sponsorship Group is an important part of any community building programme, providing a public facing entity that supports and champions the developments across a community.

Each group typically includes: 

 

5.

Develop a legacy plan to make sure the work and outcomes from the ABCD community building programme proliferate and are sustained once contract period ends

How often do Sponsorship Groups meet?

Sponsorship Groups meet monthly. Each meeting is chaired / facilitated by a member of the group on a rotating basis.

‘Conductors’: local people who support an asset based community development programme and are in a position What support do Sponsorship Groups need? to positively champion the approach across the Sponsorship Groups are supported by the Nurture Development community e.g. local GPs Project Guide and receive mentoring, training and coaching every The Community Builder(s) once recruited other month (or as required).

The Community Connector(s) once identified

Significantly, Sponsorship Groups ensure that the community building developments hold true to the principles of ABCD; that they are: 

place based in focus



emphasise the power of relationships over the power of money and position



committed to social justice



asset based



promote citizen / community led action

What does a Sponsorship Group actually do?

Sponsorship Groups are established at the beginning of any community building programme. They are convened by the contract holder and are an important pre-condition to the commencement of the Six Stepping Stones process. Sponsorship Groups: 1.

Develop and carry out an appropriate process for recruiting Community Builders (with support from the Nurture Development Project Guide)

2.

Provide non-financial support to the asset based community building programme and the people doing it

3.

Ensure accountability to the community throughout the programme and beyond

4.

Champion the asset based approach to community building, managing the inevitable conflict and resistance that arises from any transformational agenda

© Copyright Nurture Development, 2014

GUIDESHEET

Six Stepping Stones

Nurture Development designed the Six Stepping Stones as a process to support community building programmes. It offers a robust framework for community building that can be tailored to any community.

Community Builders and Community Connectors are key to the Six Stepping Stones process. They are the people in the community, holding the Learning Conversations, building relationships and developing a picture of the community as a whole. As such, the process cannot and should not begin without the establishment of a Sponsorship Group and the recruitment of one or more Community Builders.

Walkabout Find local Community Connectors

It is important not to rush through the steps: 

While there is no set timeline for each step or the process as a whole, our experience has shown that it takes at least 18-24 months to work through all the components



Each step may take a different amount of time to complete; one step might take 3 times as long as the next one



It might help to plan each step as a programme in itself acknowledging that each step may include multiple activities and events



Try not to plan every detail of all the steps at once. Each step will reveal new things about your community, the people within it and the gifts and assets that they are willing to contribute to the community building efforts



You may need to revisit some steps time and time again



You may not need to complete all of the steps



The process can (and should) be repeated regularly to make sure that the community remains as open and inclusive as possible towards all of its members

Given the nuances of the Six Stepping Stones process, the Nurture Development Project Guide will provide mentoring, training and coaching to Community Builders throughout.

Sponsorship Groups are also supported by Nurture Development Project Guides to develop a long term and sustainable plan to make sure that all of the great work established through Asset Based Community Development is maintained beyond the scope of the commissioned programme.

Related FACTSHEETS: 

FACTSHEET: The building blocks of community



FACTSHEET: Community Builders



FACTSHEET: Community Connectors



FACTSHEET: Sponsorship Groups

Asset Mapping Identify local skills, talents, groups & orgs

Find & connect passions Connectors find out what local people care enough about to act on

From passion to action Hold an ideas fair to agree what can be done to make the community better

Match Funds Funds & other external resources can oil the cogs of activity already started

Celebrate The shared vision should be celebrated & disseminated widely

© Copyright Nurture Development, 2014

GUIDESHEET

The building blocks of community

Many models of community building start with a ‘needs analysis’ that seeks to diagnose problems and identify gaps in a given community or area. This is a deficit approach - looking for what is missing or problematic - and often leads to the assumption that the solution lies in the provision of new or more efficient services.

and; what would need to happen for them to join in action with like-minded neighbours? A ‘capacity inventory’ listing these capacities under categories such as ‘community-building skills’, ‘enterprise skills’, ‘teaching skills’, ‘artistic skills’ etc. is useful. 

Local associations are the engines of community action in any community because they amplify and multiply individual gifts and are therefore essential as assets. Most local associations are informal groups of people coming together around a common interest, they are rarely constituted and they may not actively promote themselves, making them hard to find. One way to discover them is to start with a core group of residents and ask them what associations and informal groups they belong to. Once these have been listed, ask the core group to expand the list to include associations they know about. This longer list of associations can then be clustered by type and those associations most likely to participate in working together for a common purpose can be identified.



Local institutions includes government agencies, non government agencies and private sector businesses. The assets of these institutions could be the services and programmes they provide, the meeting places they offer, the equipment and other supplies they may have, or, the contacts they may have. They also have paid or unpaid staff who may provide important links with the wider community.

ABCD is completely different. It starts from the understanding that every community, no matter where it is, has a wealth of assets and resources that lie at the heart of building sustainable and vibrant communities. To help us understand all of the potential assets and resources, we often talk about 6 different categories of assets, which we believe are the building blocks of a community: 1.

the skills of local residents

2.

the power of local associations

3.

the resources of public, private and non profit institutions

4.

the physical resources of local places

5.

the economic resources of local places

6.

the stories of our lives and evolving communities

The art of community building lies in the ability to engage with and enable local citizens to collectively identify and connect these assets through learning conversations (within trusting relationships) and through asset mapping exercises, and mobilise them towards community building activities. It may take time to pinpoint and understand the full range of assets across all of the categories especially within communities that have been disempowered and blinded to their own gifts and capabilities by the growth of service provision and professionalisation.

Revealing gifts to individuals, organisations and communities can be extremely powerful. In every conversation, Community Builders and Connectors have the ability to reorient people and communities to the power they hold to make change happen.

Learning Conversations will be key to identifying these assets. Learning Conversations are intentional, information gathering interactions that help Community Builders and Community Connectors understand the wide range of gifts, talents, resources and passions that exist across their community. 

When speaking to residents begin by finding out what they care about enough to act on; what are the gifts and talents they would like to contribute to the community,

© Copyright Nurture Development, 2014