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Community Development Model

Community Development Model. Continuously Improving West Virginia Communities. Model Developed by Community Development Network. Presented by Bruce E. Decker Collective Impact, LLC. Community Development Model. HISTORY AND OVERVIEW. Community Development Network. HISTORY AND OVERVIEW.

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Community Development Model

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  1. Community Development Model Continuously Improving West Virginia Communities Model Developed by Community Development Network Presented by Bruce E. Decker Collective Impact, LLC

  2. Community Development Model HISTORY AND OVERVIEW

  3. Community Development Network HISTORY AND OVERVIEW West Virginia • Gathering of community development stakeholders. • Initiated by Claude Worthington Benedum Foundation and FHL Bank, Pittsburgh. • Convened by Community Collaborative, Inc. • Facilitation and consulting provided by Stone Strategies, Heasley Consulting, and Mountainside Media. • Representatives from local community development groups, state agencies, non-profit organizations, higher education, funders, capacity building service providers, etc.

  4. West Virginia Community Development Network HISTORY AND OVERVIEW Initial Partners • Community Collaborative • Benedum Foundation • FHL Bank Pittsburgh • WV Development Office • WV Commission for National and Community Service • Mission West Virginia • WesBanco • Ritchie County EDA • Community Visions • Community Development Partnership • WVU Extension • BB&T • Ritchie County FRN • Summers County EDA • USDA • WV Housing Development Fund • Mountain CAP • Collective Impact

  5. “Individual commitment to a group effort-that is what makes a team work , a company work, a society work, a civilization work.”– Vince Lombardi Holistically address the current conditions of our West Virginia communities. Purpose of the Gathering

  6. Current Conditions in West Virginia

  7. Current Conditions in West Virginia • Unhealthy people (obesity, diabetes, heart disease) • High teen pregnancy rates • High school dropout rates – low college graduation rates • Poverty – low per capita income • Family instability – economic insecurity • Poor housing quality • Unsafe communities • Lack of development and growth (most of the state) • Pollution and exploitation of natural resources • Continued population loss (most of the state) • Aging community infrastructure

  8. Desired Conditions in West Virginia

  9. Desired Conditions in West Virginia • Healthy and stable families • Vibrant, safe, and prosperous communities • Per capita income at or above national average • Communities with good jobs so our kids can stay • Communities with quality affordable housing • Communities that are environmentally safe • People educated for the jobs of the future

  10. In spite of all the resources and efforts to improve conditions in West Virginia, communities are still not reaching their potential. Why?

  11. Why? • Lack of common vision. • Lack of capacity. • Unaware of what resources are available. • Lack of “spark plugs” (leaders) to mobilize improvement. • Lack of coordination of community development efforts. • Lack of comprehensive or integrated strategic planning. • Difficulty in successfully implementing plans. • Development programs are often provided prematurely. • Don’t know where to start or how to move forward. • Loss of momentum – having to start over. • Trouble finding out what’s working and what isn’t. • Difficulty going from the idea to the actualization.

  12. Goalsof West Virginia Community Development Network

  13. Goals • Support community development by building capacity at the local level. • Develop tools and resources to assist local community development groups. • Align and coordinate diverse community development services, resources, and structures throughout the state.

  14. Results to Date

  15. Results to Date • West Virginia Community Development Hub, Inc. – consolidation of two existing organizations • West Virginia Community Collaborative, Inc. • West Virginia Community Development Partnership, Inc. • Community Capacity Assessment Instrument • Community Coaching • Community Development Model

  16. Some basic assumptions about the Community Development Model

  17. Improved Communities

  18. Improved Communities • Refers to the end result. • Achievement of desired well-being conditions. • Ability to “do deals.”

  19. Different “Types” of Communities

  20. Different “Types” of Communities • Geographic location • Town • Neighborhood • City • County • Function or common purpose • Small business associations • Health care coalitions • Human services collaboratives • Artisan alliances

  21. Holistic Approach

  22. Holistic Approach Other community development models focus on more “traditional” or “categorical” approaches. • Big business and industry • Infrastructure (water, sewage, roads, etc.) • Community facilities

  23. Holistic Approach Community Development Model focuses on a comprehensive systemic approach. • Comprehensive • Multidisciplinary • Cross-Systems

  24. Capacity Building

  25. Capacity Building Helping to strengthen a communities’ own ability to make desired improvements and changes.

  26. Sustainable Development

  27. Sustainable Development A community’s on-going ability to make desired improvements and changes over time.

  28. Coordination and Alignment

  29. Coordination and Alignment • Community development resources and structures are currently fragmented and uncoordinated. • Model helps us coordinate and align these resources and structures.

  30. Common Language

  31. Common Language • Out of the “Language Pit” with a common language. • Stakeholders on the “same page.’” • Consistent communication about the community development system.

  32. Non-Linear and Dynamic

  33. Non-Linear and Dynamic • Not entirely linear – provides a “snapshot” of where communities are at any given time. • No “wrong-door” approach. • Communities “enter” or are “identified” in various and numerous places at any given time. • Communities “go through” the Model or “experience” the Model components in different ways.

  34. Evaluation and Continuous Learning

  35. Evaluation and Continuous Learning • Ensures that strategies are being implemented. • Helps determine what is working and what is not, and why. • Helps in making strategic changes and modifications. • Serves to document and communicate results.

  36. Community Development Model

  37. “Never doubt that a group of thoughtful, committed citizens can change the world; indeed, it is the only thing that ever has.” – Margaret Mead • Identified or formed from existing groups. • Representatives from diverse disciplines and “walks of life.” • Responsible for coordinating or implementing activities identified in the Model. Community Local Steering Team

  38. “There is nothing wrong with America that the faith, love of freedom, intelligence and energy of her citizens cannot cure.” – Dwight D. Eisenhower • Recruiting citizens to be on the Team. • Engaging citizens to be active participants in activities. • Ensures buy-in, ownership and greater chance for success. Engaged Citizens

  39. “Give a man a fish and you feed him for a day. Teach him to fish and you feed him for a lifetime.” – Chinese Proverb • Expertise in capacity building. • Helps build capacity of local communities. • Provides an outside perspective. • Links to resources. • Also referred to as - Technical assistants - Consultants - Contractors - Service provider Community Coaching

  40. “There is no power greater than a community discovering what it cares about.” – Margaret Wheatley • Community defines its image of a desired future. • Should take into consideration other local, state, and federal priorities. • A vision statement describes the ideal situation or state – It is an end result. • Without a vision, it is difficult to establish a clear mission. Visioning

  41. “What we call results are beginnings.” – Ralph Waldo Emerson • Examine capacity, assets, challenges, and opportunities. • Enables the community to be strategic and proactive. • The foundation (baseline) for future evaluation. Capacity Assessment

  42. “Have a bias toward action. You can break that big plan into small steps and take the first step right away.” – Indira Gandhi • Tool that helps communities focus their work toward the same outcomes. • Helps communities adjust their course in response to a changing environment. • Provides a “roadmap” for communities – establishes direction and focus to a desired future. • Process for communities to be proactive rather than reactive. Planning

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