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Abstract
Robinson discusses asset mapping, a process that documents the abilities, capabilities and capacities, including those of individuals, within a community. It is a five-step process that involves establishing a core group, determining a coherent vision, developing and executing an action plan, and evaluating the effectiveness of the approach and the difference made. Moreover, the combined talents of individuals within the community, coupled with a documented list of community assets, empower communities to project their capacity for the future.
Full text
Every community, like a family, is a unique collection of individuals with valuable talents and strengths. Just as every family has resources, assets, and relationships distinctive to that family, so does every community. Regardless of geographic location, climate, or size, all communities have a wealth of assets waiting to be tapped. The difference is families generally know the capability of individual members and resources available to them, whereas communities do not. As with families, the community that does not know its strengths and weaknesses is at a disadvantage in competing for a better life.
The Process
Tapping into community assets builds community capacity. Two daunting questions community leaders face when building capacity are "What do we have to work with?" and "How can we find out?" Asset mapping documents the abilities, capabilities and capacities, including those of individuals, within a community. The process focuses on the positive, helping communities to identify hidden strengths, skills, and under-utilized resources, and it also maximizes the potential of individuals. The collective talents and skills of groups are stronger than those of isolated individuals. Asset mapping helps communities leverage identified resources to solve local problems, strengthen relationships within the community, and enhance the utilization of human capital.
Asset mapping is a five-step process:
1. Assemble a core group of seven to thirty diverse, action-oriented stakeholder representatives committed to improving their community.
2. Establish a coherent vision to provide insight into what citizens "want."
3. Map individual and community assets to include community characteristics; individual assets; a list of associations, institutions, and businesses; and natural or physical resources. Tools needed include Yellow Pages, chamber of commerce lists, tax rolls, resource lists, documents, and publications, plus documentation of the local geography and infrastructure. Brainstorming also may be helpful.
4. Develop and execute an action plan to mobilize the community to elevate the community vision into reality.
5. Evaluate the effectiveness of the approach and "the difference" made. Evaluation is a continuous process.
Building Capacity
Asset mapping does not build capacity; however, identification of unknown but existing assets increases available capacity. The asset information becomes a map of community resources.
The asset map is the logistics table for a community improvement plan. It not only tells the community what assets are currently available, but also when set against the vision, tells the community which assets need to be developed. The core group provides leadership and recruits community members from the skills list in the asset map. Success depends on bringing the right people and skill sets together and the inclusion of all who want to be involved. Maintaining continuous communication between the core committee and stakeholder groups is key to keeping the process moving and the enthusiasm building.
The combined talents of individuals within the community coupled with a documented list of community assets empower communities to project their capacity for the future. Jobs are created; buildings are built; companies are recruited; and services are created or improved as a result of the synergy built among stakeholder groups. As resources and skills are identified, new partnerships and alliances are forged. Former deficiencies and problems become opportunities, thereby further increasing community capacity.
Celebration of successes along the way builds capacity. Creative community-wide celebrating on a grand scale, such as county fairs, youth/senior festivals, health fairs, community dances, fish fries, or business grand openings, gives every member of the community an opportunity to be part of the effort, thus further encouraging individual community members to volunteer their time and talents for the good of the community. For more information: [email protected].
References
Allen, J. (2000). Building workforce assets-A workshop. Building Workforce Assets for Quality Communities Conference. Denver: National Workforce Preparation and Development Initiative, USDA and others.
Beaulieu, L. J. (2002). Series #227. Mapping the assets of your community: A key component for building local capacity. (Available from the Southern Rural Development Center, Box 9656, 410 Bost Extension Building, Mississippi State, MS 39762). Available: http://srdc.msstate.edu/publications/227/227.htm
Kretzmann, J. P., & McKnight, J. L. (1993). Building communities from the inside out. Evanston, IL: The Asset-Based Community Development Institute.
Jacquelyn P. Robinson, PhD, CFCS, is an associate professor in the College of Education and Extension Workforce Development Specialist at Auburn University.
Copyright American Association of Family & Consumer Sciences Sep 2003