Community Development and Community Development and Collaboration in Collaboration in

Rural and Northern CommunitiesRural and Northern Communities

Greg HalsethGreg HalsethMarleen MorrisMarleen Morris

UNBC Community Development InstituteUNBC Community Development Instituteforfor

Board Voice Board Voice November 23, 2012November 23, 2012

OutlineOutline

IntroductionIntroductionContextContext

– Community DevelopmentCommunity Development– Eras of Service AvailabilityEras of Service Availability

The Voluntary SectorThe Voluntary SectorCollaboration between Collaboration between

OrganizationsOrganizationsDiscussionDiscussion

1) Introduction1) Introduction

Introduction IIntroduction I

Issues affecting OECD rural areas:Issues affecting OECD rural areas:

Population agingPopulation aging– Resource frontier agingResource frontier aging– Youth out-migrationYouth out-migration

Limited resource economic baseLimited resource economic base Social, political, economic changeSocial, political, economic change Outdated governance structuresOutdated governance structures

Introduction IIIntroduction II

Issues affecting OECD rural area capacity:Issues affecting OECD rural area capacity:

Small populationsSmall populations– Limited human and financial resourcesLimited human and financial resources

Service closuresService closures Skill lossesSkill losses Distance/remotenessDistance/remoteness Aging infrastructureAging infrastructure ‘‘Visibility’ in national debatesVisibility’ in national debates

– Beyond places of crisisBeyond places of crisis

2a) Community Development2a) Community Development

Community Development Foundations

The ability of communities to identify aspirations & organize assets and resources to achieve their objectives

Increasing the skills, knowledge & abilities to access/use information & resources

Create strategies & partnerships to take advantage of changing circumstances

A long-term, sustainable vision that facilitates community well-being, quality-of-life & resilience

Community Development IICommunity Development II

Local economic systemLocal economic systemLocal institutionsLocal institutionsPolitical leadershipPolitical leadershipCommunity spiritCommunity spiritCultural strengthCultural strengthSocial structureSocial structureAnd other factors beyond economicsAnd other factors beyond economics

Community Development Creates the Platform

Create a broad Create a broad community community development development platform as a platform as a foundation for foundation for seizing seizing opportunities opportunities

In Practice: Interdependent & Mutually SupportiveIn Practice: Interdependent & Mutually Supportive

The Community Development The Community Development Institute at UNBC www.unbc.ca/cdiInstitute at UNBC www.unbc.ca/cdi

Community Development Community Development Take AwaysTake Aways

A strong non-profit sector is critical to A strong non-profit sector is critical to long-term community prosperity long-term community prosperity

Provides services that support Provides services that support economic and business developmenteconomic and business development

Opportunity to build partnerships with Opportunity to build partnerships with business and industry that recognize business and industry that recognize the sector’s critical contributionthe sector’s critical contribution

Opportunity to build a stronger sector Opportunity to build a stronger sector through collaboration through collaboration

2b) Rural Services: 2b) Rural Services: Changes/ChallengesChanges/Challenges

Rural ServicesRural Services

Traditional Challenge of “Geography”Traditional Challenge of “Geography”– Large distances, low population Large distances, low population

densitiesdensities= higher service delivery costs per capita= higher service delivery costs per capita

Rural and small town places struggle Rural and small town places struggle to provide servicesto provide services– Loss of services in rural places/small Loss of services in rural places/small

townstowns

Community Capacity Community Capacity Small offices/organizationsSmall offices/organizations

– ExperienceExperience– Turnover and institutional memoryTurnover and institutional memory– Limited technical support and Limited technical support and

resourcesresources– Often volunteer-basedOften volunteer-based

Relationship demandsRelationship demands– Difficult on time/staffDifficult on time/staff– Often need financial commitment Often need financial commitment

Services Provision ErasServices Provision Eras Rural isolationRural isolation

– Few services provided by StateFew services provided by State– Places were essentially on their ownPlaces were essentially on their own– Tremendous variation from place to placeTremendous variation from place to place

Expansion of the StateExpansion of the State– Canadian “social safety net”Canadian “social safety net”– Direct and indirect government support for local Direct and indirect government support for local

servicesservices RetrenchmentRetrenchment

– Market/urban models appliedMarket/urban models applied– Often unsuited to rural needs/geographyOften unsuited to rural needs/geography– ““Closure”Closure”

Current ProcessesCurrent Processes Public Sector WithdrawalPublic Sector Withdrawal

– Loss of services in rural places/small townsLoss of services in rural places/small towns– Vital to retention and recruitment of jobs Vital to retention and recruitment of jobs

andand people people

Care Service Issues ICare Service Issues I Full integration of community development & Full integration of community development &

care servicescare services– Individual / family / communityIndividual / family / community– Education / mental health / social developmentEducation / mental health / social development– Wellness not medical interventionWellness not medical intervention

Demographics Demographics – Services to an aging populationServices to an aging population– Services to recruit and retain the next generation Services to recruit and retain the next generation

workforceworkforce

Smart servicesSmart services– Role of technologyRole of technology– Get away from 19Get away from 19thth century models of delivery / duties century models of delivery / duties– Example: Port ClementsExample: Port Clements

Care Service Issues IICare Service Issues II

Circle of support servicesCircle of support servicesCircle of supports for all care Circle of supports for all care

professionalsprofessionals

Role of the voluntary sectorRole of the voluntary sector– Increasingly keyIncreasingly key– Increasingly stressedIncreasingly stressed

3) The Voluntary Sector3) The Voluntary Sector

MethodologyMethodology

Selection of sites:Selection of sites:– Regional representationRegional representation– 4 NRE sites:4 NRE sites:

Mackenzie, BCMackenzie, BCTweed, ONTweed, ONWood River, SKWood River, SKSpringhill, NSSpringhill, NS

– 29 organizations29 organizations

Building Capacity Building Capacity with Voluntary Groupswith Voluntary Groups

Social cohesion:Social cohesion:– Opportunities for social interactionOpportunities for social interaction– Residents use ‘well-worn’ pathwaysResidents use ‘well-worn’ pathways

Social capital:Social capital:– Trust and confidence is built with local Trust and confidence is built with local

groups and leadersgroups and leaders– Networks of support, information, and Networks of support, information, and

resourcesresources

Human Resources IHuman Resources I

75.9% of groups had a board 75.9% of groups had a board of directorsof directors

38.0% had local leaders on 38.0% had local leaders on their boardstheir boards– Local leaders bring skills, Local leaders bring skills,

resources, and networksresources, and networks

Human Resources IIHuman Resources II

Staff:Staff:– 65.5% were strictly voluntary 65.5% were strictly voluntary

(no paid staff)(no paid staff)Challenges: lack of volunteers, Challenges: lack of volunteers, volunteer burnout, and little volunteer burnout, and little participation by membersparticipation by members

– 34.5% were mixed voluntary 34.5% were mixed voluntary and paidand paid

Changes in Financial Resources Changes in Financial Resources

0

10

20

30

40

50

60

70

80

90

100

GovernmentFunding

CommunityFunding

MembershipFunding

Revenue fromServices

20032005

Partnerships IPartnerships I

Does your organization have any Does your organization have any partnerships - % yespartnerships - % yes

--------------------------------------------------------------------------------------

20032003 20052005

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Non-local partnershipsNon-local partnerships 69.069.0 75.975.9

Local partnershipsLocal partnerships 69.069.0 58.658.6

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Partnerships IIPartnerships II

Does your organization have any partnerships? - % yes, 2005

---------------------------------------------------Board No Strict Mix Vol. Total

Board Vol. & Paid

---------------------------------------------------Non-local partnerships 86.4 42.9 63.2 100.0 75.9Local partnerships 68.2 28.6 47.4 80.0 58.6

---------------------------------------------------

What are Partnerships used for?What are Partnerships used for?

NetworksNetworks•To expand networksTo expand networks•To promote programs offeredTo promote programs offered•Links on local government websitesLinks on local government websites•Partners participate at eventsPartners participate at events•Client referralsClient referrals•Links to resources for organizationsLinks to resources for organizations•Moral support (letters of support)Moral support (letters of support)•Meetings to update local initiativesMeetings to update local initiatives

ExpertiseExpertise•Obtaining adviceObtaining advice•Sharing informationSharing information•Research to develop servicesResearch to develop services•Educational opportunities (training)Educational opportunities (training)•Information on regulationsInformation on regulations•Decision-makingDecision-making•BrainstormingBrainstorming•Problem-solvingProblem-solving

ResourcesResources•Summer youth employment programsSummer youth employment programs•Financial donationsFinancial donations•Donated space (office space, halls, Donated space (office space, halls, meeting area)meeting area)•Access to human resources (sharing Access to human resources (sharing volunteers, access to municipal staff, volunteers, access to municipal staff, donated time by local technicians)donated time by local technicians)•In-kind support (donated materials, In-kind support (donated materials, supplies, furniture, gift donations, supplies, furniture, gift donations, equipment)equipment)•Other organizations coordinating Other organizations coordinating charity events for their benefitcharity events for their benefit•Applying for grants for non-registered Applying for grants for non-registered charitiescharities•Joint purchases of equipmentJoint purchases of equipment•Advertising resourcesAdvertising resources•Tax breaks / no cost building leaseTax breaks / no cost building lease

Policy Implications IPolicy Implications I

Invest in volunteer trainingInvest in volunteer trainingEncourage and support Encourage and support

development and training of development and training of board of directorsboard of directors

Support board membership Support board membership diversitydiversity– GenderGender– Different sectors in the communityDifferent sectors in the community

Policy Implications IIPolicy Implications II

Programs should facilitate Programs should facilitate collaborationcollaboration

Long-term and stable supportsLong-term and stable supportsPartnerships developmentPartnerships developmentNeed for ‘common sense’ Need for ‘common sense’

funding programs and funding programs and applicationsapplications

4) Collaboration 4) Collaboration Between OrganizationsBetween Organizations

Benefits of CollaborationBenefits of Collaboration

More effective use of resourcesMore effective use of resources Innovation through information and idea Innovation through information and idea

sharingsharing Better service provisionBetter service provision Extend reach and impactExtend reach and impact Increase influence Increase influence Creates sustained changeCreates sustained change

Barriers to CollaborationBarriers to Collaboration

Loss of organizational autonomyLoss of organizational autonomy Loss of individual decision-making powerLoss of individual decision-making power Requires too much compromiseRequires too much compromise Requires too much timeRequires too much time Unequal contributionsUnequal contributions Unequal distribution of credit and gloryUnequal distribution of credit and glory Previous negative experience with Previous negative experience with

collaborationcollaboration

Dynamics of CollaborationDynamics of Collaboration

What makes collaboration work?What makes collaboration work?

How do we get there?How do we get there?

Information and KnowledgeInformation and Knowledge Need to:Need to:

– Build understandingBuild understanding– Ground dialogue and planning in Ground dialogue and planning in

information and knowledgeinformation and knowledge Include demographic and service Include demographic and service

delivery datadelivery data

Creates a common starting pointCreates a common starting point Helps to establish priorities, broker Helps to establish priorities, broker

cooperation, and overcome vested cooperation, and overcome vested interestsinterests

Goals and OutcomesGoals and Outcomes Need to:Need to:

– Agree on what you want to achieveAgree on what you want to achieve– Monitor progressMonitor progress

Establish synergistic set of Establish synergistic set of outcomes:outcomes:– Areas where working together will Areas where working together will

create benefit for both create benefit for both – Achievements that could not be realized Achievements that could not be realized

individuallyindividually

Governance & Staff Governance & Staff InvolvementInvolvement

About relationship buildingAbout relationship building– Need to create relationships at all levels Need to create relationships at all levels

of the organization: governance, senior of the organization: governance, senior administration, and staff administration, and staff

Need to create the time, space, and Need to create the time, space, and venues to have the necessary venues to have the necessary strategic conversations and think strategic conversations and think togethertogether

Collaborative LeadershipCollaborative Leadership Successful collaborative leadership is Successful collaborative leadership is

different from operational or different from operational or hierarchical leadershiphierarchical leadership– Collegial and democratic not top-downCollegial and democratic not top-down

Needs to create common ground so Needs to create common ground so people can talk and work togetherpeople can talk and work together– Listening, “translating” meaning across Listening, “translating” meaning across

organizational cultures, and building organizational cultures, and building common understandingcommon understanding

PlanningPlanning Strategies and plansStrategies and plans

– InclusiveInclusive– Promote inter-organizational synergyPromote inter-organizational synergy– Promote inter-organizational teamsPromote inter-organizational teams

Must be oriented to achieve identified Must be oriented to achieve identified goals and outcomesgoals and outcomes

Implementation action planImplementation action plan– Supportive of collaborative activitiesSupportive of collaborative activities– Create incentives Create incentives

Dynamics of CollaborationDynamics of Collaboration

What makes collaboration work?What makes collaboration work?

How do we get there?How do we get there?

Context:- Assets and Aspirations-Objectives and Strategies

- Grounding Region in Local and Global Context

Structure-Links:- Groups & Organizations- Different Degrees of Formality- Interconnections & Relationships- Bring the Right People Together- Platform for Open Discussion

“Relationship Building Blocks”

Tips for First CollaborationsTips for First Collaborations Begin with a project that is relatively Begin with a project that is relatively

easy to manage and achieveeasy to manage and achieve The project should create “new” The project should create “new”

benefit for all partiesbenefit for all parties Create the space for dialogueCreate the space for dialogue Be mindful of impact on staff timeBe mindful of impact on staff time Deal openly with issues and conflictDeal openly with issues and conflict Monitor and celebrate progress Monitor and celebrate progress

Tips for First CollaborationsTips for First Collaborations

Remember that the best predictor of a Remember that the best predictor of a willingness to undertake a second willingness to undertake a second collaborative project is success with collaborative project is success with the firstthe first

www.unbc.ca/cdi

Community Development InstituteCommunity Development Instituteat at

UNBCUNBC

For further information please visit our website at:For further information please visit our website at:

www.unbc.ca/cdiwww.unbc.ca/cdi

Greg Halseth Greg Halseth DirectorDirectorhalseth@unbc.ca

Marleen MorrisMarleen MorrisAssociate DirectorAssociate Directormmorris@unbc.ca

Thank youThank you