How to use Asset Based Community Development (ABCD) when allocating Community First Funding
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How to use Asset Based Community Development (ABCD) when allocating Community First Funding
How to allocate Community First funds using a participatory budgeting approach
Contents
What is Asset Based Community Development (ABCD)? 3
Why is ABCD useful for panels? 4
What you need to carry out an ABCD approach 5
An overview of the Community Building process 5
ABCD Resources 8
About the authors 9
Appendices
Appendix 1: The stepping stones of ABCD 10
Appendix 2: How important are connectors? 15
Appendix 3: Asset mapping 17
Appendix 3.1: Sample questionnaire (Groups) 18
Appendix 3.2: Capacity inventory (Individuals) 23
Appendix 4: Identifying community building themes 24
Appendix 5: Diagram of stepping stones 25
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How to allocate Community First funds using a participatory budgeting approach
1. What is Asset Based Community Development?
Asset Based Community Development (ABCD) begins by finding out what the
people living in a community care enough about to work on together to change,
develop and/or sustain.
ABCD requires service providers and funding agencies to shift their focus from the
needs and deficiencies of neighbourhoods, towns and villages to the area‟s
„community assets‟.
These community assets are the key building blocks of sustainable urban and rural
community building efforts and include:
the skills and connections of the local residents;
the power of local associations (clubs, groups, informal social networks);
the resources of public, private and voluntary and community organisations;
the physical and economic resources of local places and;
the heritage, culture and stories of the local community.
The assumption is that, given the tools and the opportunity, small groups of local
residents can change the things that they believe need changing in their community
better than anyone else.
Once they have found out about and used their community assets for the common
good local people can decide whether to leverage in extra support from outside.
This is what is meant by the term „making change happen from inside-out‟.
Instead of using funding to try to put right what is wrong, everyone‟s attention is
focussed on increasing what is already strong. Funding is used to supplement the
power of local people acting on their passions and building their community, on their
own terms. Community efforts that are matched with small amounts of funding,
when necessary, are likely to avoid an unhelpful dependency on money. Funders are
likely to avoid resourcing unsustainable community projects.
In this way, we move from a model that looks like this:
Doing work the old way
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How to allocate Community First funds using a participatory budgeting approach
This above model focuses on local residents making applications based on established
criteria as set out by external donors. To a model of funding that look more like this:
An Asset Based Approach: Putting
Residents in the driving seat
Whilst each Community First area is unique, an ABCD approach tends to follow a
pattern:
finding the positive attributes and resources that people already have
appreciating that „people power‟ grows when you make new connections
taking action to make those new connections happen
working together to make things better for all
This is led by citizens taking action together to build their communities, with light
touch support from a community builder.
2. Why is Asset Based Community Development useful
for panels?
By using the ABCD approach, Community First Panels would be able to:
invest directly in specific activities that the local people have chosen to take
on as part of a shared vision;
ensure that the main thrust of the development work is driven by citizens;
reach people who are not included by more traditional grant giving models
and;
be confident that the projects which are funded are more sustainable
You may remember that the asset based approach from the Community First
guidelines. We see it as crucial if we are to provide a legacy for communities to
enjoy for years to come.
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How to allocate Community First funds using a participatory budgeting approach
3. What you need to carry out an ABCD approach
Community Builders
In this instance, these will be existing Panel members. Supporters of citizen led
action and advocates of the ABCD perspective. They are often employed by a
consortium of local organisations who share a mission to empower communities.
Connectors
They will be natural networkers, relationship builders, positive, optimistic, caring and
compassionate local people already known to Panel members. Any attempts to turn
them into Panel members should be resisted. Their priceless contribution is
connecting the Panel more widely to the community and in weaving the community
together.
Asset mapping
Hunting for hidden treasures – people, physical spaces, resources, connections – and
displaying the details on a map, also often online for a write up of asset mapping in
practice. There are many ways to carry out asset mapping see the appendices for
more about Asset Mapping and to see sample questionnaires for individuals and
associations.
People’s ‘Gifts’
Everyone has gifts that are of value when shared with others. People who may have
previously needed support can make a contribution to the wellbeing of others and
are likely to feel useful when they do so. People who are often labelled by their
problems, e.g. addictions, illness or poverty, also have positive attributes.
It might be helpful to think about gifts in this way:
• Knowledge – such as a good understanding of economics, literature or film
• Skills – things you know how to do, such as carpentry, gardening or cooking
• Passion – things you care deeply about, such as the environment or
education
4. An overview of the Community Building process
Panel members may like to see themselves, in part, as Community Builders. They will
already be well connected and have a wealth of local knowledge. Here are the key
steps the panel can take.
The first step is for panel members to find people who are known by and who
know their neighbours. It is their love of connecting with others, their energy,
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How to allocate Community First funds using a participatory budgeting approach
imagination and kindness upon which everything else is built. These people will be
known as “connectors”.
The second step is for the connectors to „asset map‟ all the hidden treasures – the
people, connections, places, informal associations – already there in the community.
By placing these new assets on a physical map of the area, ideas for new connections
and potential projects are guaranteed to emerge. The relationships that are built
through the asset mapping process will enable the panel to reach people who
traditionally would not engage in formal funding application processes.
The third step is for the connectors to find more connectors like themselves and
discover what specific activities/actions that people would like to develop.
Connectors need to keep the focus on progress, not on protest; on what skills
people have, not on weaknesses, and on encouraging people to take practical action.
The fourth step is for people to form themselves into action groups around the
specific activities that they want to do to improve the community.
The fifth step is to make seed-funding available. The use of Matched Funds is
particularly useful here, as it changes the focus from grants to a development fund.
Funding of between £250 and £2,500 is matched by pledges of time from groups of 3
or 4 or more neighbours working together on small projects that will benefit other
local people. (See Appendix 2 for more details). Community First panels will need to
decide how much of their funding to allocate to the ABCD approach and then which
projects to fund, but the project ideas must come from the interests and passions of
local people themselves.
The sixth step is for people to share their experiences and achievements with
each other and plan together for the future. They need to decide what more can
they do using assets from within their community. What would they need help with?
What do they need outside agencies to do for them?
By following these steps, panels will be in a position to better understand exactly
what it is that local people care about and what they are prepared to do to change
things.
Panel members and Connectors need to create opportunities to get local people to
tell them their stories about a time they came together to make things better.
Case Study: ABCD in Croydon
Croydon NHS and Croydon Council decided to commission an asset based
approach to ageing well. From the outset, the rule of engagement were intentionally
turned upside down. The process started by looking for „connectors‟; ordinary local
people who were respected and well connected with others in the community.
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How to allocate Community First funds using a participatory budgeting approach
23 „connectors‟ were found who conducted hundreds of individual conversations
with their neighbours and with social networks across Thornton Heath. The results
were extremely impressive: people came together and used their own strengths to
bring about scores of citizen-led initiatives to improve the quality of life of older
people.
One example involved some older people who were finding it hard to use local
supermarkets. The speed with which they were expect to pass through the checkout
made them feel harassed, many were also struggling to cope with trolleys and
negotiate large, crowded stores.
Following a great deal of advocacy by the connectors and older people themselves,
arrangements were put in place at the supermarkets to:
Set aside times when the pace was slower
Staff were trained to be more sensitive to older people‟s needs
Seats were provided in the aisles
Teams of local volunteers provided older people with extra assistance
Sarah Taylor, programme manager for Croydon Voluntary Action which has
facilitated the process along with her colleague, Payl Macey, commented:
“The „glass is overflowing‟ in Thornton Heath with riches that cannot be
bought.
“It‟s incredibly fulfilling working with people who, despite challenges, have an
abundance of skills, knowledge, energy and commitment to give to their area
and community.
“Local people and what they bring, their „assets‟, are so often under-valued,
at a cost to us all”.
The next step in Thornton Heath is for community connectors and groups of
neighbours to continue to develop their „neighbourhood plan‟. Alongside this is
Community First Thornton Heath panel has been set up to help local people who
are developing inspiring community projects in Thornton Heath to access small
amounts of matched funding to support their work.
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How to allocate Community First funds using a participatory budgeting approach
5. ABCD Resources
Websites
www.nurturedevelopment.ie Learn how social change can be genuinely
citizen led and grounded in social justice.
www.abcdeurope.ning.com A place to discuss, share and deepen ways to
apply principles and practices of ABCD.
www.abcdinstitute.org The Basic Manual: Building communities from the
inside out. A path toward finding and mobilising community assets.
www.janefoot.co.uk A Glass Half full: How an asset approach can improve
community health and wellbeing.
Further Reading
Green, Mike with Moore, Henry and O‟Brien, John (2006) When People Care
Enough to Act Toronto: Inclusion Press.
Gibson, Tony (1996) The Power in Our Hands – Neighbourhood-based World
Shaking Charlbury, Oxon UK: Jon Carpenter.
Kretzmann, John P. and McKnight, John L. (1993) Building Communities from
the Inside-Out: A Path Toward Finding and Mobilizing a Community‟s Assets
Chicago: ACTA Publications.
Mathie, Alison and Cunningham, Gordon (eds) (2008) From clients to citizens:
Communities changing the course of their own development Practical Action.
McKnight, John L. (1995) The Careless Society: Community and its
Counterfeits New York: Basic Books.
McKnight, John L. and Block, Peter (2010) The Abundant Community:
Awakening the Power of Families and Neighborhoods Berrett-Koehler.
Morgan, Antony and Ziglio, Erio (2007) „Revitalising the evidence base for
public health: an assets model‟ in Global Health Promotion Vol 14 No 2 Suppl
pp 17-22.
Russell, Cormac (2010) Twelve Domains of People-Powered Change Download
from
http://issuu.com/cormac_russell/docs/12_domains_of_people_powered_change
Free (downloadable) publications
http://www.abcdinstitute.org/publications/downloadable/
Open Source Game designed by Cormac Russell for Asset Mapping:
http://inclusionnetwork.ning.com/profiles/blogs/the-we-can-game-a-free-
download-to-explore-gifts-and-capacities-w
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How to allocate Community First funds using a participatory budgeting approach
About the authors of this guide to Asset Based
Community Development
Nurture Development was established in 1996 to redefine how people think about
and act together to effect social change.
The Nurture Development team offers a unique blend of cutting edge thought
leadership combined with extensive practical experience as social innovators in
strength based and asset based change making.
They are one of only six international strategic partners of the ABCD Institute,
Northwestern University, Chicago, and are Europe‟s leading trainers and
implementers of Asset Based Community Development.
They have worked as trainers, mentors, facilitators and consultants in asset based
community development with communities, charities, NGOs, think tanks, and
governments in over 30 countries.
This work has been transformative in the areas of:
Public policy and social reform;
Strengthening the relationship between government and citizens;
Promoting citizen led initiatives and active citizenship;
Growing social capital;
Participation of young people;
Health and wellbeing, based on choice, early intervention and the inclusion of
older people and people with disabilities and;
Effective community responses to safety and environmental issues.
Nurture Development has developed and tested the highly successful stepping
stones framework presented in this guide and are pleased to share this with the
Community First Panels in the UK.
For further information visit www.nurturedevelopment.ie or email
cormac@nurturedevelopment.ie or martin@nurturedevelopment.ie.
9How to allocate Community First funds using a participatory budgeting approach
Appendix 1: The six stepping stones of ABCD
There are six distinct phases to enabling greater levels of citizen led action.
Different panels may want to start with at a different phase (stepping stone) but the
phases should be seen as cyclic, one phase leadings on to the next and on through
the cycle until you start again at the first.
Some panels may want to start and end with Matched Funds, but if they also adopt
an ABCD approach the connectors will bring about the genuine engagement of local
associations (informal/formal social networks) and with them will come long term
sustainable social change.
Thornton Heath, Street Festival September 2011, where a citizen led street mapping
exercise was conducted.
Stepping stone one: find ‘connectors’
Find a small group of „connectors‟ who know the community well and are willing to
work with each other to reach out to the wider community, particularly those on
the margins. A good way to explain the role of a „connector‟ is to give a description
of the activities of Shirley, a connector in the Thornton Heath experience and focus
on just two visits to two separate homes.
The first visit was to the home of Mr and Mrs Ahmed, a couple in their 30s who live
in a small flat with their two children. They had moved to the area the previous year
and so were still finding their feet, eager to make friends and find out more about
what was going on in the community.
10How to allocate Community First funds using a participatory budgeting approach
Shirley‟s initial conversation revealed that Mrs Ahmed was passionate about cooking
and collecting new recipes, while Mr Ahmed wanted his own allotment. The children
also wanted a place to play, but they did not have a back garden. The initial
conversation that Shirley had was framed using the following questions:
What do you care about enough to act upon?
What gifts, skills and knowledge can you bring, to address what you care
about?
What would it take for you to work with others who share your concern?
Do you know anybody whose assets you can tap into?
Later, Shirley visited Peggy, and asked her the same four questions (although it is
important to note that each connector has their own particular way of phrasing the
four questions, they are rarely repeated verbatim). Peggy‟s response was:
“I am 75 years old and my husband passed away six years ago. We‟d been married
52 years. I get lonely sometimes and really miss him. Sometimes it would be nice to
have someone just to talk to.
“I still love to bake cakes, but I have no one to appreciate them. I used to enjoy
gardening but my poor health means my garden is full of weeds and looks awful.”
Shirley told Peggy about „the lovely couple with two gorgeous children‟, she had met
earlier, namely Mr and Mrs Ahmed, and asked if Peggy would be willing to meet
them. Peggy jumped at the chance, particularly when Shirley told her how much they
had in common. Peggy‟s garden is now used and cared for, and a supportive
friendship has developed from their shared interests – but only because the
connection was made between Peggy and Mr and Mrs Ahmed. Shirley is one of
twenty-three neighbourhood connectors in Thornton Heath, and the above story is
one of hundreds of connections that are resulting from building community this way.
11How to allocate Community First funds using a participatory budgeting approach
Stepping stone two: asset mapping
As well as speaking with individuals, connectors also engage with formal and informal
groups and networks at a local level. Once connectors have identified the assets of
local residents and their „associations‟ they can begin to support people to get
connected to each other, the environment, and social/cultural activities.
Asset Mapping in Thornton Heath
Engaging with associations and social networks, from book reading clubs to faith
groups, reveals a large bank of assets that often go unnoticed. These (typically un-
constituted) groups are asked what it is they do, what they would like to do more of
and what support would help them to take action to advance the ageing-well agenda
in those areas. This process should also include the mapping of physical assets, such
as meeting places, unused land, green spaces and housing.
Stepping stone three: identify community building themes
As the concerns, aspirations and the combined assets of the residents, clubs and
groups become clear, the issues they would be prepared to come behind and work
on in a collective way become apparent. These are called „community building
themes‟. It rarely happens that these themes do not include an eagerness to address
issues of older people‟s isolation. It is the role of the Community Builder to support
the connectors to engage around these community building themes and to begin to
connect individuals and associations who share a concern or passion. Focusing on
community building themes that have emerged directly from the community allows
the Community Builder and Community Connector to „go with the grain‟ of the
community, working on the community‟s priorities, whilst also supporting local
people to break out of silos of their own and begin to work with other residents
who they may not necessarily meet through their existing networks.
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Everybody cares about something enough to act upon it. Young people talk about
their passions with David Wilcox, Social Reporter, 2011
Stepping stone four: Building connections
As community building themes emerge and translate into citizen led action, the issue
emerges of how best to begin to connect the various groups and individuals
together. At this stage supporting the connectors to convene a wider community
conversation makes sense. Something like an „ideas fair‟ works really well, where
people can discuss what they are proud of, and what else they would like to create,
building on those strengths. The ideas fair can be facilitated using an Appreciative
Inquiry type methodology.
Mapping Assets on the Streets of Thornton Heath: A Learning conversation outside the
„Welcome Tent‟. September, 2011.
13How to allocate Community First funds using a participatory budgeting approach
Stepping stone five: matching funds
In some instances residents will require money to make a small purchase. The use of
matching funds is particularly useful here, as it changes the focus from a grant to a
development fund. The matching fund offers small amounts of money of between
£250 – £500, which must be matched pound for pound with the sweat equity of
residents in the form of energy, time and commitment.
Typically, each hour of resident time is valued at £11.09 for matching purposes. A
local agent like a credit union or a housing association is found to act as a fiscal agent
so groups that are not constituted can receive funds. The criteria should be
structured to ensure that projects promote inclusion. The invitation may be as
simple as: „if you and three of your neighbours are prepared to do something new to
include older people in the neighbourhood you can apply‟. The red tape should be
kept to a minimum and the decision making should be community led, with the
support of the connectors and associations.
Stepping stone six: celebration and planning
At this point people who have been involved in the process are invited to come and
share their experiences and successes. They are then facilitated by the community
builder and connectors to think about what else the community can do and to
create an action plan for developing the community along strength-based principles
and with which the community is truly engaged.
Some of the actions citizens in Thornton Heath wanted to work on,
and opportunities for co-production, 2011
14How to allocate Community First funds using a participatory budgeting approach
Appendix 2: How important are Connectors?
A Community First Panel should identify the natural connectors among their own
social networks and ask them to find others like themselves in the wider community.
Connectors are people who are out and about every day and are gregarious by
nature. They will not be phased by taking on the basic leg work that will be required.
A connector is:
well connected;
more interested in finding out what people care about than in getting people
to agree with or follow their own agenda and;
someone who is naturally motivated to connect people with common
interests, passions and concerns with each other as they come across them.
In his book The Tipping Point: How Little Things Can Make a Big Difference, Malcolm
Gladwell highlights the central role that connectors play in creating „social
contagion‟. He describes Connectors as „people specialists‟.
They know and keep in touch with many people and are able to create and
maintain long- lasting friendships. Connectors, in marketing terms, are trendsetter.
Malcolm Gladwell explains:
“Connectors are people who link us up with the world. People with a special gift for
bringing the world together”.
According John McKnight and Peter 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 and;
get joy from connecting and inviting people to come together.
At an ABCD meeting recently in Gloucestershire a local connector offered the
following insight:
“I have come across many community leaders who become more like „gate
keepers‟ than connectors, keeping others out when they should be
gateways to new opportunities. But they have lost their way.”
15How to allocate Community First funds using a participatory budgeting approach
He received strong support from others in the room. He went on to say:
“Once recognised as leaders too often people become more attached to
their chairs or their positions than to connecting people in the community
and that‟s when they stop being true leaders.”
He suggested that we need to look for genuine community connectors. The
people in the room responded with sustained applause.
Panel members need to encourage connectors and use their own positions to
constantly broaden the circles of participation and include ever greater numbers of
local residents.
16How to allocate Community First funds using a participatory budgeting approach
Appendix 3: Asset Mapping
As well as speaking with individuals, connectors also need to meet with formal and
informal groups and networks (stepping stone 2 - 3). Once connectors have
identified the talents and interests of local residents and the potential resources
available though local associations they can begin to map all these assets and
connections (stepping stone 3 - 4).
This should also include the mapping of physical assets, such as meeting places,
unused land and green spaces and economic exchange should also be considered.
Mapping is not just about gathering data, it is about weaving a community together in
a new way; it is about connecting people. Asset Mapping therefore is about
relationship building. For this reason it is vital that residents and their associations do
the asset mapping themselves so that they build new relationships, learn more about
the contributions and talents of community members and identify potential links.
Identifying Associations (see appendix 3.1 for sample questionnaire)
The starting point of this exercise is to identify groups and associations in the
community. These are the engines of community action and are therefore essential
(and often unrecognised) as assets.
One way to do this is to start with the core group 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.
Identifying Individual Gifts, Skills, and Capacities (see appendix 3.2 for
sample questionnaire)
This is a process of finding out what:
people care about enough to do something about;
gifts and talents they would like to contribute to the community and;
would need to happen for them to join like-minded locals in the community
building effort.
A „capacity inventory‟ listing these capacities under categories, such as „community-
building skills‟, „enterprise skills‟, „teaching skills‟, „artistic skills‟ etc. is useful.
Identifying the Assets of Local Institutions
This includes government agencies, non government agencies and 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 will also have paid or unpaid staff who may provide
important links with the wider community.
17How to allocate Community First funds using a participatory budgeting approach
Appendix 3.1: Sample Associational Asset Map
Questionnaire: Clubs, Groups and Social Networks
Questionnaire
Group/Club/Social Network Name:_________ ______________________
Name of person being interviewed:_________ ______________________
Position of person being interviewed:______________________________
Contact number:__________________ email:______________________
Interviewer: __________________
1. Group/club development and significant accomplishments
1. Who started the group/club/Social
Network?
2. When did your group/club/social
network get started and what was the
main reason for getting started?
3. What do you think are the two most 1.
significant accomplishments of your
group/club to date?
2.
4. Has your group/club ever helped 0=No
another group or club in the area? 1=Yes (Ask 4a &4b)
4a. If yes, which one(s)?
4b. Describe how your group helped
5. Has you club/group ever helped a
resident who is isolated due to age, or
disability?
5a. Describe how your group helped
18How to allocate Community First funds using a participatory budgeting approach
2. General membership – next I would like to ask you about the
membership and organisation of your group
6. How many members does your group
currently have?
7. Out of 100%, what percentage of your
membership would you say lives in
(insert name of community)?
8. How often do you meet?
9. Where do you meet?
10. Do you have any paid staff? 0=No
1=Yes (Ask 9a)
10a. How many?
3. Collaborating with other community groups, clubs and social networks
11. Has your group/club ever worked 0=No
with any other groups or clubs in (insert 1=Yes (Ask 10a, 10b, 10c)
name of community) in the past?
11a. Which ones?
11b. What were the issues you worked
on together?
11c. What happened as a result of your
groups/clubs working together?
12. Looking to the future, is your group 0=No
or club planning to work on any new 1=Yes (Ask 11a)
activities which will help the community
of (insert community name)?
12a. Please name them
4. Working on neighbourhood projects
We‟re going to change the topic now and talk about different ways local people help
each other. I‟m going to mention a few different types of community projects, and
ask about your group‟s involvement in them.
19How to allocate Community First funds using a participatory budgeting approach
4.1. In terms of the following community projects, could you please tell me if your
group is involved in this type of project at the moment or would be willing to get
involved?
Type of Community Been Please For a Are you If you‟re
Project involved describe project type willing to uncertain about a
what you‟re not meet with type of project
was involved in: and work what support
done? would you with other would your
be willing to groups on group/club need
get this project from others to
involved? type? get involved?
A. Neighbourhood 0=No 0=No 0=No
clean-up, 1=Yes 1=Yes 1=Yes
environmental 2=Uncertain 2=Uncertain 2=Uncertain
improvements
B. Working with 0=No 0=No 0=No
youth 1=Yes 1=Yes 1=Yes
2=Uncertain 2=Uncertain 2=Uncertain
C. Working with 0=No 0=No 0=No
older people 1=Yes 1=Yes 1=Yes
2=Uncertain 2=Uncertain 2=Uncertain
D. Working with 0=No 0=No 0=No
people with 1=Yes 1=Yes 1=Yes
disabilities 2=Uncertain 2=Uncertain 2=Uncertain
E. Supporting and 0=No 0=No 0=No
strengthening 1=Yes 1=Yes 1=Yes
families 2=Uncertain 2=Uncertain 2=Uncertain
F. Improving health 0=No 0=No 0=No
in the area 1=Yes 1=Yes 1=Yes
2=Uncertain 2=Uncertain 2=Uncertain
G. Helping to 0=No 0=No 0=No
organise street 1=Yes 1=Yes 1=Yes
event e.g. street 2=Uncertain 2=Uncertain 2=Uncertain
parties, festive
celebrations
H. Odd jobs for 0=No 0=No 0=No
20How to allocate Community First funds using a participatory budgeting approach
older people 1=Yes 1=Yes 1=Yes
2=Uncertain 2=Uncertain 2=Uncertain
I. Support for the 0=No 0=No 0=No
schools e.g. helping 1=Yes 1=Yes 1=Yes
organise a fun day 2=Uncertain 2=Uncertain 2=Uncertain
J. Help young people 0=No 0=No 0=No
find employment or 1=Yes 1=Yes 1=Yes
work experience 2=Uncertain 2=Uncertain 2=Uncertain
K. Improving the 0=No 0=No 0=No
reputation of the 1=Yes 1=Yes 1=Yes
area 2=Uncertain 2=Uncertain 2=Uncertain
L. Help establish a 0=No 0=No 0=No
local 1=Yes 1=Yes 1=Yes
business/cooperative 2=Uncertain 2=Uncertain 2=Uncertain
to improve the local
economy
M. Allow your 0=No 0=No 0=No
facilities be used for 1=Yes 1=Yes 1=Yes
community activities 2=Uncertain 2=Uncertain 2=Uncertain
that have no direct
relevance to your
group/club
N. Help older 0=No 0=No 0=No
people or other 1=Yes 1=Yes 1=Yes
groups with 2=Uncertain 2=Uncertain 2=Uncertain
transport issues
O. Help develop a 0=No 0=No 0=No
Community plan 1=Yes 1=Yes 1=Yes
with resident 2=Uncertain 2=Uncertain 2=Uncertain
engagement
5. Are there any other clubs/groups you know in the (insert name of community)
who would be interested in getting involved in their community; that we should talk
to?
______________________________________________________________
______________________________________________________________
______________________________________________________________
6. Is there anybody (individual resident) locally you know who would be interested in
getting involved in their community that we should talk to?
______________________________________________________________
______________________________________________________________
21How to allocate Community First funds using a participatory budgeting approach
______________________________________________________________
Thank you for helping us by completing our survey of clubs and groups. We would
like to keep you up-to-date with our Community Building efforts, particularly by
inviting you to a community workshop where you can share your ideas with other
people.
Please complete this section if you would like us to keep in contact with you. (This
information will only be used for this Community First Programme – but we will
share the stories of the community coming together to make things better, widely).
Name of
Club/Group:_____________________________________________________
Contact Person:__________________________________
Address:________________________________________________________
_____________________________________________Phone:____________
22How to allocate Community First funds using a participatory budgeting approach
Appendix 3.2: Capacity Inventory: Sample tool for Asset
Mapping Individual Assets
Introduction
This inventory can be gathered by connectors having conversations with neighbours
at various gathering places in the community.
My name is ____________. What is your name?
Thank you for coming over. Did someone talk to you about what the “gift
exchange” is all about? What do you understand it to be?
Basically, we believe that everyone has natural talents and gifts that can be used to
benefit the community. I‟d like to spend a few minutes talking to you about your
gifts and skills.
Gifts
Gifts are abilities that we are born with. We may develop them, but no one has to
teach them to us.
1. What positive qualities do people say you have?
2. Who are the people in your life that you give to? How did you give it to
them?
3. When was the last time you shared with someone else? What was it?
4. What do you give that makes you feel good?
Skills
Sometimes we have talents that we‟ve acquired in everyday life such as cooking and
fixing things.
1. What do you enjoy doing?
2. If you could start a business, what would it be?
3. What do you like to do that people would pay you to do?
4. Have you ever made anything? Have you ever fixed anything?
Dreams
Before you go, I want to take a minute and hear about your dreams –these goals you
hope to accomplish.
1. What are your dreams?
2. If you could snap your fingers and be doing anything, what would it be?
23How to allocate Community First funds using a participatory budgeting approach
Appendix 4: Identify Community Building Themes
As the concerns, aspirations and the combined assets of the residents, clubs and
groups become clearer they can be mobilised to action under agreed Community
Building Themes. Local people will have identified specific activities that they can and
want to do with the support of the panel, community builders and the local
connectors.
Action planning sessions can be held with local residents in groups of up to ten
people to examine the specific activities/actions underway or being planned in their
neighbourhood. They then make lists of them under broad themes such as „isolation‟,
„health and wellbeing‟, „safety‟, „community identity‟, „youth‟ etc. These are called the
Community Building Themes.
Often, people in the small action groups start to realise the importance of
connecting with the wider community to tap into the resources, knowledge and
connections that can be found there. At this point the Community First Panel can
play an important role in supporting local connectors to initiate community-wide
conversations. Something like an „Ideas Fair‟ is a popular way to do this.
An Ideas Fair should be held in a friendly meeting place that is easily accessible by the
general public. The asset maps and the photos and posters of the projects that are
underway are displayed (see appendix 3).
Local formal and informal associations and groups should be invited to put up
displays of their various activities to add colour and create a festival atmosphere.
The aim is to create a safe environment where people feel confident enough to join
in discussions about what they are proud of in their community and how they think
they might be able to make it even better through citizen-led action.
The room is set out in world café style and at each table a large sign depicting one of
the broad Community Building Themes is displayed and connectors and others who
are working on the specific activities associated with that theme cluster under the
appropriate sign and invite people to join them. People are free to wander at will
until they find an activity that seizes their imagination. You can use Appreciative
Inquiry as a process to facilitate this discussion.
The special activities can also be prioritised by local people using a technique we call
a „Dot Democracy‟. A description of each activity is displayed along a wall and local
people are invited to stick a dot by the ones they think most urgent. This „dot
democracy‟ will reveal the activities that local people are most likely to feel strongly
enough about to do something to bring about change. Such information will be
crucial for a successful long term Community First Plan.
24How to allocate Community First funds using a participatory budgeting approach
Appendix 5: The Six Stepping Stones Approach to ABCD.
Celebrate &
Evaluate
Start-
Evaluate
throughout 3. Convene small groups
around community
building themes: things
people care about enough to
act on.
5. More groups taking
action; small sparks 1. Community Builder
to assist with costs takes on a role as a roving
listener-finds early
connectors
3.1. Small groups
4. Ideas 1.1 Convene early take action.
Fair/Appreciative Connectors group.
Inquiry
a. What‟s great about living
here? 2. Community Building roving
b. What do we need to do listening: Identify and connect key
to get more of the 6. Develop a Neighbourhood vision:
community priorities & skills for Celebrates achievements through the
„great‟ stuff? (Mapping community building effort. process. Considers the key priorities for
Assets)---=what do we Connected isolated people to next 10 years. From that list:
want? = what do we community life. 1. What can you do as a community?
have to get it? 2. What help do you need from
=Who do we know? outside.
=How do we move to 3. What can you do with
deeper more inclusive
Agencies/Businesses?
action together?
Community develops it‟s own visions and
plan.
Start
Again
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