Dear friends at the ABCD Asia Pacific Network,
Thank you so much for having me at the network..Im posting here how our institution do the process of ABCD. Discussions and comments are very much appreciated. I look forward to a very healthy discussion that would contribute much to the professionalization of our ABCD works. Thank you so much:)
Four phases /Steps/Stages of Asset-Based Community Development (Appreciative Inquiry )
( TRIAL USE FOR CBDP-EDNP )
A. DISCOVERY PHASE- The core task in the discovery phase is to appreciate the best of WHAT IS by focusing on peak moments of community excellence. Through interviews and story-telling, participants remember significant past achievements and periods of excellence. By telling stories, people identify and analyze the unique factors that contributed to peak experiences such as leadership, relationships, technology, core processes, structures, values, learning process, planning methods.
1. STEP 1: COLLECTING STORIES
KEY ACTIVITIES: Formal and informal discussions and interviews that draw out peoples experiences of successful activities and projects
RESULTS: Gifts, talents, and assets that people have are uncovered, peoples pride in their achievements are strengthened, peoples confidence in their abilities to be producers, not recipients, of development is built
QUIDE QUESTIONS:
1. WARM-UP: Ask the participants to share, elaborate, and discuss past events, activities, and projects in this community that they could so far remember. (Could you think of successful/unsuccessful events, activities, projects in the past where collaborative efforts of the community were demonstrated?)
2. What were the key factors or conditions that gave rise to the event, activity, project?
3. What was/were the role/roles of the community in that event, activity, project?
4. Who were the persons/community leaders that actively participated in that event, activity, project? What were their individual roles/ What specifically did each do or contribute?
5. What organizations/institutions that actively participated in that event, activity, project? What exactly did each organization/ institution do or contribute?
6. What was the end result of the event, activity, project? What happened?
7. How do you look at the results? How do you feel about the results? Why?
8. What factors do you think contributed to the success of the event, activity, project? What factors do you think contributed to the failure of the event, activity, project?
9. What were the lessons learned from the past experiences?
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Description |
Factors/ Conditions |
Roles of the community |
Personalities/ Comm. leaders |
Contributions of Organizations/ Institution |
Results |
Contributory Factors to Successes and failures |
Lessons Learned |
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Activity |
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Project |
2. STEP 11: ORGANIZE A CORE GROUP:
KEY ACTIVITIES: The leaders who are identified in the process of collecting stories, those who have demonstrated commitment and leadership in the past, are invited to join a core group
RESULTS: A core group is formed, the core group explores and analyzes further the communitys assets and other opportunities identified members of the core group draw in their individual network of relationships inside the community into the process.
TO DO:
1. List the names of the core group- have a brief profile of the members ( name, age, status, educational background, occupation, position, skills/ talents, organizations, place of birth
2. Orient the core group
a. How/ why they were identified to form the core group
b. Why is there a need for a core group
c. Tasks of the core group/ lead group:
1. To carry the process forward
2. Further community analysis
3. Networking
4. Facilitators- visioning and planning
3.Train the Core group/lead group
STEP 111: MAPPING THE COMMUNITYS ASSETS AND CAPACITIES
3.1 IDENTIFYING ASSOCIATION, GOVERNMENT ORGANIZATIONS, NON-GOVERNMENT ORGANIZATIONS, PRIVATE SECTORS; IDEBTIFYING ASSETS OF THESE ORGANIZATIONS
KEY ACTIVITIES:
a. Start with the core group. Ask the members what associations/organizations/groups they belong to
b. Once the list is formed, ask the group to extend the list to include associations/organizations/groups they know that may be likely to participate in working together for a common purpose
c. Create an inventory of the services, programmes, and facilities for meetings, equipment for communication, transportation, printing, etc. of each association/organization/group
RESULTS:
a. List of organizations/associations/groups in which core group members belong to
b. List of all other organizations in the community
c. Inventory of physical and equipment and personnel assets ( human resources ), services, and programmes of local institutions/ organizations/ associations/ groups
d. Detailed profile of each organizations as to what they are doing and the resources and connections they have
GUIDE QUESTIONS:
1. What are the associations/ organizations/ groups you belong to?
2. What other organizations/ associations/ groups in the community do you know that may be likely to participate in working together for a common purpose?
3. What are the physical, equipment, and personnel assets of each organization/association/group? What are the programmes and services of each organization/ association/ group?
4. Task the core group to give a detailed profile of each organization/ association/ group
a. History
b. Programmes
c. Activities
d. Resources
e. Connections
3.2. IDENTIFYING INDIVIDUAL GIFTS, SKILLS, AND CAPACITIES
KEY ACTIVITIES: Develop a capacity inventory which consists of a list of individuals with corresponding skills, gifts, capacities. Categorize the list of skills, gifts, capacities in the following categories:
a. Community Mobilizing skills
b. Education/ training skills/ information dissemination skills
c. Technical/Planning skills
d. Resource mobilization skills
e. Networking skills
f. Claim-making skills
g. Other skills
RESULTS: Capacity inventory that contains a list of individual gifts, skills, and capacities.
GUIDE QUESTIONS:
1. What are your individual gifts, talents, capacities, that you think may contribute and help in the pursuit of the groups project.
2. Do you know of other individuals who have gifts, talents, and skills that may contribute and help in the pursuit of the groups project
3.3. IDENTIFYING PHYSICAL ASSETS AND NATURAL RESOURCES
KEY ACTIVITIES: List the community assets such as land, water, mineral, or other resources. Identify those which are communally owned and managed and those which are individually owned and managed.
RESULT: Inventory of physical and natural assets found in the community
GUIDE QUESTIONS:
1. What are the physical and natural assets of the community? Identify if these are communally owned and managed or individually owned and managed.
B. DREAM PHASE- People use past achievements to envisage a desired future. This phase is both practical, in that it is grounded in the communitys history, and generative, in that it seeks to expand the communitys potential. Appreciative Inquiry is different from other planning methods because their images of the future emerge from grounded examples of the positive past. They are compelling possibilities because they are based on extra-ordinary moments from a communitys history.
STEP IV: COMMUNITY VISIONING AND PLANNING
KEY ACTIVITY: The core group matches the assets with the opportunities around an organizing theme, a vision for the community. Select a concrete, immediate and achievable activity or project that the community can work on right away
RESULT:
1. Community vision
2. List of possible constraints to achievement of vision
3. Identified project/activity
GUIDE QUESTIONS:
1. What is your vision/ dream for your community
2. Consolidate the identified visions/ dreams and come up with one organizing theme/vision
3. What do you think are the constraints to the achievements of this vision? How do you deal with these constraints?
4. What projects/ activities do you think would be appropriate to achieve the community vision/dream? Why this project?
C. DESIGN PHASE- Participants create a strategy to carry out their provocative propositions. Create the structure, processes, and relationships that will support the dream. This stage is intended to be provocative- to develop through consensus, concrete short and long term goals that will achieve the dream. Provocative propositions should stretch an organization or community, but they should also be achievable because they are based on past periods of excellence. Provocative propositions usually take the form of statement such as, This community will do whatever is necessary to build a school and have a full primary cycle within the next year. Or This village will protect what remains of the local forest and will plant one thousand trees over the next two seasons to ensure the forests survival for future generations. ( In the design phase, we brainstorm ideas and develop strategies. It is during this plan that we think about action. What can we do to move closer to our dreams? Consider the dream statements you developed. What ideas/ strategies could we implement to move closer to our dream? )
KEY ACTIVITY: Come up with provocative propositions. Create the structure, processes and relationships that will support the dream/vision
RESULT:
1. Provocative propositions
a. Short-term goal
b. Long-term goal
GUIDE QUESTIONS:
1. How will you achieve your dream/vision for your community? What will you do to achieve your vision/ dream for your community? What can you do to move closer to your dreams?
2. What ideas/ strategies could you implement to come up with your vision?
D. DESTINY PHASE/ DELIVERY PHASE- In this stage, people act on their propositions, establishing roles, and responsibilities, developing strategies, forging institutional linkages, and mobilizing resources to achieve their dream. This stage of the process is evolving from the development of an implementation plan, to a more free approach, destiny, which, applies Appreciative Inquiry throughout the generation and lets the process take over, rather than a plan.
RESULT: ( We develop a plan for how to proceed. It is important to make a plan that excites and energizes the community and makes use of the unique talents and interests represented by the people.)
1. Action Plan
2. Implementation Plan
STEP V: MOBILIZING/LINKING THE ASSETS
KEY ACTIVITY: Mobilize and tap the community assets for the implementation of the community development plan. Encourage the associations and institutions to engage in the activity by appealing to their interests, finding common ground, and ensuring that they are contributing on their own terms
RESULT:
1. Various individuals, associations, and institutions and their respective assets, skills, and energies come together in a burst of simultaneous activities around a specific activity or community development project
2. Develop an implementation plan/Action plan
STEP VI: LEVERAGE
KEY ACTIVITY: As the community is already on the move and energized in undertaking specific activities around the organizing theme, the core group identifies additional key external resources that would make the vision happen. A plan is set on motion to tap external resources
RESULT:
1. A profile of supplementary external resources is developed
2. A plan to tap external resources ( such as feasibility study or proposal) is developed
FGD GROUPS
GROUP 1: HIGH SCHOOL/COLLEGE GROUP - ( they would identify peak moments during their time and identify factors such as leadership, technology, values, structures, etc. that they have appreciated from those people they immediately followed.
GROUP 11: MIDDLE-AGED GROUP- - ( they would identify peak moments during their time and identify factors such as leadership, technology, values, structures, etc. that they have appreciated from those people they immediately followed.
GROUP 111: ELDERLY GROUP- ( they would identify peak moments during their time and identify factors such as leadership, technology, values, structures, etc. that they have appreciated from those people they immediately followed. The people that they will identify will be subjects for interview
MAPPING THE COMMUNITY ASSETS AND CAPACITIES
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3.1 Identifying Associations, organizations, institutions and mapping their assets |
List the names of associations, organizations, or institutions to which the core group members belong. List the names of other associations, organizations, or institutions found in the community. List what each organization is doing or services they are providing. List the physical, equipment, and personnel assets of the associations, organizations, and institutions. Use the format below:
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3.2 Identify individual gifts, skills, and capacities |
List the names of individuals and their respective specific skills and/ or capacities that may help in the pursuit of the groups project. Use the following format:
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3.3 Identifying Physical Assets and Natural Resources |
List the community assets such as land, water, forest, minerals, fisheries, other resources. Identify if these are communally owned and managed or individually owned or managed. Use the following format:
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4.Community vision Activity/Project |
Select a concrete, immediate, and achievable activity or project that the community can work on right away |
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5.Mobilizing and Linking the Assets |
Develop a 3-6 month action plan of the activity or project. Foe each key activity in the action plan, identify the individuals, associations, organizations, groups that will be encouraged to engage and their corresponding assets and resources that will be mobilized. Develop the action plan in the following format:
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6.Leverage |
List additional external resources that are needed to complete the community activity or project. Develop a plan to tap or acquire external resources within 3-6 months. Use the following format:
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updated by @sarah-cadiogan: 10/24/16 04:46:48PM
