A Community Capitals Analysis of Regional Change Initiatives: The South East Alberta Technology Strategy

Presented by:Karen Blewett

Iowa State University

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Table of Contents

Abstract........................................................................................................................3Introduction................................................................................................................3

Research Description and Purpose......................................................................................3Theory of Change / Research Model....................................................................................4Significance...........................................................................................................................4Background of Research......................................................................................................9

Literature Review / Context.....................................................................................10Community Readiness and Capacity..................................................................................10Analyzing Community-Driven Projects Using the Community Capitals Framework...........11

Methodology............................................................................................................13Description of Data.............................................................................................................13Data Collection Process......................................................................................................15

Key Findings............................................................................................................16Degree of Readiness (Pre-Existing Capitals).....................................................................17Process (Investment in Capitals)........................................................................................18Impact (Change in Capitals)...............................................................................................21

Analysis....................................................................................................................27Social Capital Invested.......................................................................................................27SEATS Strategies and Implementation Plan......................................................................28

Conclusions.............................................................................................................31Recommendations for Future Research.............................................................................32

References...............................................................................................................33

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Abstract

Introduction

What are the conditions that make a community more ready to engage in change and take advantage of opportunities?  How can communities work with what they have to organize and plan for the future?

Every community has resources and assets it can identify and build upon.  The challenge, however, lies in how communities actually invest their assets to effect positive community change.  The intent of this study is to demonstrate how a community that has been effective in progressive community change was able to mobilize its assets to create and develop a successful community-driven initiative.

Through the examination of the South East Alberta Technology Strategy (SEATS), I explore how the investment and interaction of community assets and capital influenced the success of the project as it moved from an idea to implementation.

To provide an understanding of the relationship and investment of community assets, this study uses the Community Capitals Framework as an analytic tool to help those involved in community-driven initiatives understand how investing their community assets and resources can effect positive change. Specifically, I utilize the Community Capitals Framework to understand which community capitals are most important in beginning of the SEATS initiative, which capitals are mobilized during its development, and how the interaction of all community capitals leads to more productive investment as the project develops.

Research Description and Purpose

In this study, I use a post-hoc analysis to assess the value that has already been generated in the SEATS project’s initiation and development. The intent is to better understand what community assets are foundational in getting a project off the ground and then how these assets are translated into further return on investment as the project progresses.

Scope

To better understand the interconnectivity of the existing and enhanced community assets in the SEATS initiative, I apply the Community Capitals Framework as an analytic tool to look at the influence and interconnectivity of existing community capitals and how these capitals were mobilized as SEATS developed over time. Applying this framework lays the foundation for assessing the impact of a variety of community capital investments that occur through a project’s development cycle and how those investments translate to successful CED work in action (Flora, 2006, p. 6).

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Purpose

The intent of this study is to illustrate the capital conformations in SEATS that are associated with: The degree of strategic readiness to mobilize outside and internal resources to engage

in a community-driven initiative. o What seems to be most crucial to have in place to move the SEATS forward?

(initial stocks of capital) The process of a community-driven initiative and the investments made to move forward.

o What investments in community capitals seem to have the best return on investment for SEATS? (investments in capital)

The impact of SEATS development. o What change happened to the existing community capitals and what new

community capitals are now in place for SEATS? (change in capitals)

Guiding Supposition

The analysis of an example of a current community-driven project provides meaningful practical application in showing how the presence and development of a community’s capitals can influence and improve a project’s creation and development.

The Community Capitals Framework is introduced only as a post hoc analysis tool to identify the community capitals that were in place to initiate the SEATS project and how these capitals were mobilized to create and strengthen other community capitals.

Theory of Change / Research Model

Context Process Outputs and Outcomes

Pre-existing conditions and structures

Actions, investments, intervention Results of Actions

SEATS Characteristics and Assets(Initial stocks in capitals)

SEATS development and growth (Investment in capitals)

Positive changes in new and existing capitals(Change in capitals)

Analyzing the SEATS initiative by looking at the interconnectivity and development of community capitals provides a framework for understanding how investments in one capital can impact other capitals – which in turn can have both positive and negative results in the development of the project.

Significance

The Community Capitals Framework serves as a tool to help community-driven initiatives identify and assess where they are and potentially what they could be doing to enhance their success. This study is important because it shows the process of building on initial assets within the community capitals to impact progressive change for initiatives like SEATS.

Central to the study are the interconnectivity and interdependence of all community capitals. This holistic approach can assist community development practitioners and funders to

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understand that the success of the community projects that they are involved in are not dependent or reliant on only one community asset or capital. One community capital or another might serve as an entry point; however, all the capitals play a role in molding or shaping the project.

The analysis of the SEATS project reiterates the importance of softer capitals (such as social capital) at the onset of a project; as the project develops, more capitals are mobilized and impacted. Those investments and interactions enhance the achievement of SEATS project goals and strategies. Particularly, the initial strength of social and human capital at the beginning of the initiative helped set the stage for the SEATS initiative to achieve its goals and refine their implementation over time.

Defining the SEATS Initiative and its Partners(Sourced from “SEATS Backgrounder Document” and Community Futures Entre-Corp Operational Plan 2008-2009)

The South East Alberta Technology Strategy (SEATS) is a collaborative regional community initiative aimed at increasing the capacity of the technology sector in South East Alberta. The initiative started with a foundation of key partners including Community Futures Entre-Corp (non-profit sector), Auto~Star Compusystems (private sector), and the Medicine Hat College (public sector). Together these partners had a committed and collective drive to bring the community together to build the technology sector in the region. Today, SEATS engages a variety regional community stakeholders, representing a wide-range of businesses and organizations including (but not limited to) Community Futures Entre-Corp, Autu~Star Compusystems, the Medicine Hat College, the Economic Development Alliance of Southeast Alberta, the City of Medicine Hat, Defense Research Development Canada, Canadian Centre for Unmanned Vehicles, Red Tech Incubator, and the Chamber of Commerce of Medicine Hat and area.

The map below represents the communities served in South East Alberta. The boundaries are based on the region identified by SEATS partners Community Futures Entre-Corp.

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SEATS Partners and the Communities Served

Category Location PopulationSEATS Funders Partner & Supporting

Organizations

Outside Region

Edmonton Advanced Education and Technology The Business Link

Cochrane CF Alberta (RDI)City Medicine Hat 60,426** Community Futures Entre-Corp

Medicine Hat College Auto-star Compusystems Canadian Centre for Unmanned Vehicle

Systems Accessible Accessories Val-u-soft Litebook Palliser Economic Partnership Medicine Hat and District Chamber of

CommerceBrooks 13,581** Community Futures Entre-Corp

City of Brooks Medicine Hat College (Brooks Campus) Palliser Economic Partnership

County Cypress CountyIncludes Hilda, Schuler, Walsh, Dunmore, Elkwater, Seven Persons, Burdett & Irvine

6,729* Community Futures Entre-Corp CFB Suffield Palliser Economic Partnership

County of NewellIncludes Scandia and Patricia

6,862* Community Futures Entre-Corp Palliser Economic Partnership

County of Forty MileIncludes Manyberries

3,414* Community Futures Entre-Corp Palliser Economic Partnership

Town Redcliff 5,096* Community Futures Entre-Corp RedTech Inc Palliser Economic Partnership

Bow Island 1,889* Community Futures Entre-Corp Palliser Economic Partnership

Village Duchess 978* Community Futures Entre-Corp Palliser Economic Partnership

Tilley 381* Community Futures Entre-Corp Palliser Economic Partnership

Foremost 524* Community Futures Entre-Corp Palliser Economic Partnership

Rosemary 388* Community Futures Entre-Corp Palliser Economic Partnership

Total population of communities served by Community Futures Entre-Corp

100,268

Reference: Statistics Canada. 2006. ** Official Population List, Alberta Municipal Affairs

Background of SEATS

The idea of SEATS was conceptualized in 2005 as a follow up to a pre-existing pilot project (known as the Business First Technology Incubator), which was designed to offer technology-based start-up businesses in Medicine Hat with facility space, business coaching and mentoring, and the ability to share resources and expertise with other technology companies.

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Recognizing the value of the Business First Technology project and the potential impact on the region, the partners moved to a new phase of development, called the South East Alberta Technology Strategy. The focus was to develop a community plan with input and buy-in from key stakeholders in the region to collaborate on enhancing the technology sector in South East Alberta. By summer 2008, the SEATS partners had developed a strategic plan and were prepared to move the project into the third phase; the implementation.

Timeline: SEATS Timeline and Key Activities

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SEATS Management and Community Futures Entre-Corp

On behalf of SEATS and its partners, Community Futures Entre-Corp manages the project and all of its funds. Community Futures Entre-Corp Business Development is a community owned not-for-profit Community Futures Development Corporation committed to providing advanced programs and resources to the communities of Southeast Alberta in the areas of Entrepreneurship, Economic Development, Community Economic Development and job creation.

SEATS Flow of Information Between Partners and Funders

SEATS Funding

Funding specifically designated for SEATS started in 2007 with a Rural Community Economic Development (RCED) grant submitted by Community Futures Entre-Corp on behalf of the partners involved in SEATS. RCED is a federally supported grant under the federal department of Western Economic Diversification, which is managed and administered through Community Futures Alberta. This grant was allocated primarily for planning purposes to engage the community and develop a technology strategy for the region.

In late 2008, SEATS received funding from the Rural Diversification Initiative (RDI) and Alberta Advanced Education and Technology (AAET) for a three-year strategy implementation to increase the capacity of the technology sector in the region. Funding from RDI is federally supported through the department of Western Economic Diversification and managed through Community Futures Alberta. AAET is direct funding from the provincial government, through the ministry of Alberta Advanced Education and Technology.

Further background information on SEATS and its funders can be found in Appendix 4 & 6.

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SEATS Initiative

Regional Community Partners

Funders

SEATS Project Manager

Lead Partner: Community Futures Entre-Corp

Background of Research

Getting Started

Initial discussions took place in October 2008 with SEATS’ primary funder, the Rural Diversification Initiative (funded through Community Futures Alberta) about what conditions and factors influence a community’s ability and willingness to participate in large change-driven rural diversification initiatives. As a funder, RDI was interested in gathering a more in-depth look at why some Community Futures offices and their rural community partners were moving ahead full-speed to take on large rural development projects and why others were not. As noted from one of the RDI staff, “Why is it that there can be two communities that both have private sector partners interested in helping a rural community diversify their region, yet only one of the communities is able to move forward with it?”

Prior to RDI, Community Futures Alberta funded smaller Rural Community Economic Development (RCED) projects. From the process moving from smaller CED grants to large scale rural diversification initiatives, they learned that not all communities and Community Futures offices were ready to engage in change. When evaluating the projects funded through RCED, they also learned that ‘project partners’ was a recurring theme in what either started or stopped the project from moving forward. In fact, the comment ‘project partners’ was mentioned most in the evaluation feedback from local Community Futures offices about what they felt contributed to the success or stall of their project before it got off the ground (RCED Final Report, 2008).

As Community Futures Alberta moved forward into its current Rural Diversification Initiative, they realized that a lot could be learned from reflecting on the projects funded through their previous program (RCED). My study parallels this reflective approach by taking a post-hoc analysis of an existing RDI funded initiative, SEATS, to learn how it was initiated and developed into what it is today.

The type of community economic development work in which Community Futures Alberta is involved through their recently created Rural Diversification Initiative is very much related to the type of research I was interested in conducting. As such, I approached Community Futures Alberta with the possibility of working together. They were very willing to get involved and participate in whatever capacity was needed to assist my research.

History of Involvement

This research project evolved from my interest as a community development practitioner in learning more about what community assets and resources are key contributors in initiating CED projects and how these assets and resources are mobilized collectively to impact positive change the community. My intent is to build upon the community development tools and techniques that I learned in my Masters program and apply them within the context of an existing community initiative to illustrate their practical application.

In October 2008 I was working on the design and delivery of a training workshop with Community Futures Alberta’s project officer Judy McMillan Evans. My role in this project was to co-facilitate the workshop and introduce the Community Capitals Framework as an organizing tool to help Community Futures offices (primarily CED staff) learn how they can take a more holistic approach to identifying and engaging partners to work on potential rural diversification initiatives.

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My connection to Community Futures dates back to 1998 when I spent a combined total of five years working for Community Futures Alberta (provincial association) and a local Community Futures office (in northwest Alberta). Since that time I have maintained a close relationship with Community Futures and for the past three and a half years in my current role as a Community Development Officer with the Government of Alberta have partnered with Community Futures in a number of projects. Due to this previous work and relationship, the match of this study with a Community Futures RDI project, SEATS, seemed an ideal fit.

Literature Review / Context

Community partners, staff, and funders all have a vested interest in wanting to see the initiatives they support make a positive impact on their community. Further, they have a general, if not specific, idea of what the positive impact should be. In community development practice, it is recognized that there are many contributing factors that can influence the development and implementation of successful community-driven initiatives. Often times, the challenge lies in how a community actually invests in what it already has to effect positive change.

To help communities positively deal with the changes that impact them, some community and economic development strategies are finding that it is more effective to build upon what a community already has rather than what it needs or is perceived to need (Beaulieu, 2002, Emery, Fey, and Flora, 2006). Rather than concentrating on the deficits of individuals and communities, Kretzmann and McKnight pioneered an asset-based approach to community development to identify the talents and skills of individuals and the capacities available through a community’s existing local organizations and institutions (Kretzmann and McKnight, 1993). By concentrating on local assets, instead of needs and weaknesses, community members are better positioned to identify possibilities for change and become more energized to take action (Haines, 2008, Vision to Action, 2001).

Community Readiness and Capacity

Every community has a variety of resources to work from. However, resources alone do not translate into communitywide success. The resources within a community must be accessible and mobilized effectively (Flora and Flora, 2008:138). It is important, then, to realize where your community is currently and how it can build upon its resources. This takes time, support, and trust (Vision to Action, 2001). In fact, significant community development only takes place when local community people are committed to investing themselves and their resources (Kretzmann and McKnight, 1996). Success is more likely to occur if those involved have both the ability and the desire to build relationships and work together. Otherwise, what incentive or commitment is there to get things done?

Why collaborate?

By collaborating, individual entities are able to leverage diverse skills and resources required to implement community projects efficiently. Sharing power with other groups over a project’s duration can lead to stronger relationships as well as wider community buy-in to a larger vision (Aspen Institute, 2005). As a result, diverse groups may find it easier to work together on larger initiatives later on.

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People organize and formalize collaborative efforts when they believe their interests will be better served by engaging than by not engaging. To do this takes time to build trust and long-term investments of resources (Aspen Institute, 2005).

Social Capital Social capital - often known as the trust, relationships, and networks that we have as individuals, organizations and communities – is a critical community characteristic. It can influence, as well as be influenced by, other community assets and resources (Emery and Flora, 2006). Bonding social capital refers to the close ties that exist between individuals and groups with similar backgrounds in a community. Bridging social capital is what connects diverse groups within the community to each other and to groups outside the community. It is the presence of this bridging social capital that fosters creativity and brings diverse organizations and communities together (Flora and Flora, 2008, Nayaran, 1999, Granovetter, 1973 & 1985).

Communities that build on sustainable social capital - where high levels of bonding and bridging social capital exist – strengthen relationships on a communitywide basis by encouraging community initiative, responsibility, and adaptability.

When bridging and bonding social capital reinforce each other, development can occur; local resources are innovatively combined with and augmented by outside resources. (Flora and Flora, 2008)

Flora and Flora (1993) developed a term “Entrepreneurial Social Infrastructure” (ESI) to identify a measurable form of community action that is a consequence of a community being able to engage in high bridging and high bonding social capital that enhances community economic development. ESI includes inclusive internal and external networks, local mobilization of resources, and the willingness of communities to consider alternative ways of reaching goals (Emery and Flora, 2004, Flora and Flora 2008).

The networks that exist in our communities are essential ingredients in facilitating collective action (Pigg, 2004). Collective action is engaged in to improve the community – the Community Capitals Framework, which includes but is not limited to social capital, facilitates analysis of stocks and flows of community assets that serve as inputs and outputs for collective community action (Emery and Flora, 2006).

Analyzing Community-Driven Projects Using the Community Capitals Framework

The Community Capitals Framework is an approach that leading experts and practitioners in the community development field utilize in the work of building community capacity. It is an integrated technique that looks at what resources exist within a community and how a community can invest in one resource to create new resources (Emery and Flora, 2006).

Cornelia and Jan Flora (2004) developed the Community Capitals Framework as an approach to analyze how communities work. Based on their research to uncover characteristics of entrepreneurial and sustainable communities, they found that the communities most successful in supporting healthy sustainable community and economic

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development paid attention to all seven types of capital: natural, cultural, human, social, political, financial and built:Figure 1: The Community Capitals Framework

1.

Natural Capital – refers to the assets in a location, such as natural resources, the environment, and natural beauty. Examples might include water, soil, biodiversity, weather, parks, farm land, etc.

2. Cultural Capital – reflects how we see the world, how we act within it, and what we value. It also includes our traditions and languages.

3. Human Capital – is the native intelligence, skills, abilities, education, and health of individuals within a community.

4. Social Capital – reflects the connections among people and organizations or the social glue that makes things happen. Bonding social capital consists of the close ties of people within a specific group. This is something you would likely see in a close-knit rural community. Bridging social capital involves weak ties that create and maintain bridges among organizations and communities.

5. Political Capital – refers to access to power, organizations, connections to resources. It also refers to the ability of people to engage in actions that contribute to the well being of their community.

6. Financial Capital – includes the financial resources available to invest in community capacity-building. It consists of debt capital, investment capital, savings, tax revenues, and grants.

7. Built Capital – is the infrastructure that supports the community such as telecommunications, industrial parks, main streets, water and sewer systems, roads.

(Emery and Flora, 2006, Flora, 2004).

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Interconnectivity of Community Capitals

As illustrated in the above diagram, a community’s capitals are intimately intertwined. It is the interaction of these capitals that helps strengthen internal and external community relationships, assets, and resources (Emery and Flora, 2006).

The Community Capitals Framework offers a way to analyze community and economic development efforts from a systems perspective by identifying the assets in each capital (stock), the types of capital invested (flow), the interaction among the capitals, and the resulting impacts across capitals (Emery and Flora, 2006).

The Community Capitals Framework serves as an analytical tool to dig deeper into understanding how the supply or absence of one community capital can have a rippling effect on other capitals (Flora, 2004). Within the context of community-driven projects, the Community Capitals Framework helps to identify how investments in some of the ‘softer’ capitals such as social and human capital are related to a community’s capacity to engage in successful community and economic development (Flora, Fey and Bregendahl 2006). It can also help CED project staff and funders better understand the strategic nature of the funded programs and their impact. By measuring the investments in each of the capitals and the changes resulting from that investment, the framework provides a means to better understand the impact of CED in our communities (Flora, Emery, Fey, and Bregendahl, 2007)

Methodology

This study identifies how the interconnectivity and investment of community capitals have influenced the SEATS ability to impact change.

Using the Community Capitals Framework as a post-hoc analysis tool to detect the community capitals contributing to the SEATS project at its onset, development, and implementation, I focus on the stocks and flows of the community capitals – what people said was in place that made success possible - and what investments of capitals (flows) occurred during the process.

Description of Data

Content analysis of the following data sources identified the relative importance of each of the capitals at different periods of time in the SEATS’ process.

1. Written notes taken from oral interviews with seven of SEATS’s community partners2. Typed notes from facilitated discussion of two community planning sessions in April

and July 2007 (where participants discussed a vision for the technology sector in the region and developed a series of goals to achieve that vision)

3. Hard copies of SEATS’s December 2008 and March 2009 Progress Activity Reports (to funders)

4. SEATS Strategy 2008-2011 (Strategy development documentation / visual created by SEATS project staff)

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5. Written notes and observations from informal interviews and conversations with SEATS lead project partner on an ongoing basis throughout the duration of the study.

Sources of Data

1. Interviews with SEATS Partners

I conducted unstructured interviews to capture the insight, knowledge and experience of key community stakeholders involved in the SEATS project. To best obtain the most diverse perspectives, seven interviewees were selected to ensure broad representation from SEATS partners, staff, and funders. Thus, I interviewed a private sector entrepreneur, an educator from the region’s college, representatives of partner non-profit organizations, SEATS staff, and two funder viewpoints. This broad representation was intended to ensure that key partners involved since the project’s inception would be included in the interviews.

Interview questions were open-ended, intended to encourage participants to ‘tell their story’ about the SEATS project. I purposefully did not ask any questions related directly to community capitals or the Community Capitals Framework. This approach was intended to allow the capitals to emerge spontaneously in discussion (so not to force the respondents to put their responses in categories with which they were not familiar). The benefit of this approach is that it does not prompt specific CCF-based responses from project partners, as they were not directly asked to discuss specific community capitals, but rather encouraged simply to discuss what they felt was important to get the project going and mobilized.

Appreciative Inquiry (AI) helped structure Interview questions to identify from the interviewees what is working and has worked in the project, what changes have happened as a result of the project, and what future direction the interviewees felt the project was heading. The AI approach involves collaborative inquiry, based on interviews and affirmative questioning, to collect and celebrate the good news stories of a community (Hammond, 1998, IISD Appreciative Inquiry and Community Development, 2008).

Using questions tied to AI captured individual stories and conversation to gain valuable insight into the SEATS initiative and helped better understand the factors that served as catalysts to move the project forward.

2. Discussion / Feedback from Community Planning Sessions

Two Community Planning Sessions took place in April and July 2007.

Both sessions involved facilitated discussion around developing a common vision and a series of goals for the future of the technology sector in the region. Information from the sessions was recorded on flip charts, which I then content analyzed for the different capitals mentioned.

The Community Planning Session on April 26, 2007 was the first of its kind where a group of interested individuals and organizations from Medicine Hat and area to discuss and plan for the future of the technology sector in South East Alberta. This event was pivotal for the regional community as an abundance of valuable feedback was gathered (from technology businesses, the Medicine Hat College, Community Futures Entre-Corp,

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Defense Research Development Canada, the Chamber of Commerce, the Volunteer Centre, the City of Medicine Hat, etc.). The Community Planning Session on July 11, 2007 served as a follow up workshop for interested community partners to develop goals that would ultimately help SEATS achieve its vision. Essentially it is the notes taken from these two sessions that helped set the foundation for where the SEATS project is today.

3. Progress Activity Reports

Every quarter, the SEATS initiative develops a progress report to each of its two funders on the activities and developments that have happened in the specified time frame. These reports are created by the SEATS Project Manager, Chris Deering and reviewed by the manager of Community Futures Entre-Corp, the organization overseeing SEATS. While the reports assist the funders in monitoring the progress of the project, the information within the reports also provides value to SEATS as a reference point to ensure the project is on track and accomplishing what it set out to do.

As of April, 2009, SEATS has completed two Progress Activity Reports - one in December 2008 and the other in March 2009.

4. SEATS Strategy Development

The SEATS Strategy Development document was created in October 2008 as a visual representation to depict the goals and strategies of the initiative. The initial goals were drafted at the July 2007 Community Planning Session and refined slightly to align with funder mandates in April 2008.

5. In-depth Interview with SEATS Lead Partner, Community Futures Entre-Corp

Since the interviews and documentation of SEATS are focused primarily on the pre-existing and developmental stages of the project, I also kept notes from ongoing (informal) interviews and discussions with SEATS lead partner, Community Futures Entre-Corp. This data is based on

Data Collection Process

I coded the data from interviews, community planning sessions, project reports and the SEATS Strategy document by the type of community capitals represented. I put together a list of key words for each community capital which I used to code the different data sources. I then summed the number of times each capital was mentioned in any of the data sources. The indicator of importance is the number of times each capital was mentioned. For detailed information on the ‘key word’ coding of the capitals, please refer to Appendix 1.

To align with the study’s purpose to identify the existence and interactivity of community capitals, my analysis looks at the capitals at three points in time.

Readiness Process Impact

SEATS Existing Assets(Initial stocks in capitals)

SEATS development and growth (Investment in capitals)

Changes in new and existing capitals(Measure of change in capitals)

Time 1 Between Time 1 & Time 2 Time 2

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Apr 2005- July 2007 July 2007 - Feb 2009 March 2009

Data Collection on T 1:Interviews, 2007 Community Planning Session Notes

Data Collection between T1 & T2:Interviews, SEATS Progress Reports (Dec 08 and Mar 09)

Data Collection on T 2:SEATS Strategy Document, in-depth interview with SEATS lead project partner

T1: The degree readiness to mobilize outside and internal resources to engage SEATS. (pre-existing, initial stocks of capital)

Between T1 and T2: The process of SEATS and what investments were made to move forward. (investments in capital)

T2: Measurement of the impact of SEATS development. (change in capitals)

For a breakdown of each capital, preexisting assets, the investment and relationship of capitals, refer to Table 1.

Limitations

Communities are complex, dynamic systems (Flora, 2004). As such, there are often many contributing factors that can impact a community-driven initiative and its ability to engage in change. Due to the nature and fluidity of community capitals, it can sometimes be difficult to determine where to place indicators for individual capitals. What might be a measure of social capital in one situation could be a measure of cultural or human capital in another. Strong leadership, for example, can be human and social and political capital. In some instances, investments in social capital can impact all of the other capitals.

Expectations

The Community Capitals Framework will allow me to indicate which community capitals are most important in the beginning of the SEATS initiative, which capitals are mobilized during its development, and how the interaction of all community capitals leads to more productive investment in capitals and a positive impact on community change. This framework accounts for the fact that a variety of investments are made in the course of CED efforts (Flora, Fey and Bregendahl, 2006).

It is anticipated that social capital, followed by human and cultural capital, will be the foundational pieces linked to what makes a community successful at engaging in community change initiatives. While other capitals may exist, it is these three ‘softer’ capitals that are the underpinning ‘glue’ that moves change initiatives ideas to implementation (Fey, Bregendahl and Flora, 2006).

Key FindingsIn this section, I explain more closely how the stocks and flows of community capitals were identified and invested upon. The results are summarized into the following categorizes to illustrate the interaction and impact of community capitals throughout the development of the SEATS initiative at three points in time:

Time 1: Degree of Readiness (pre-existing capital) Between Time 1 & Time 2: Process / Development (investment in capital) Time 3: Measurement of Impact of SEATS (change in capital)

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According to Flora, Fey and Bregendahl (2006), “turning stories into numbers requires acquiring a sense of the interaction between context and indicator.” The indicator of importance for the data analysis is the number of times each community capital was mentioned in the interviews, community planning session notes, and progress reports.

Degree of Readiness (Pre-Existing Capitals)

Readiness is more than just a group of interested people coming together to get a project going. Those involved need to have a level of trust and commitment to move forward (Vision to Action, 2001). The data analysis provided in this study parallels this level of importance on the trust, connections and networks in the SEATS initiative.

First, the data analysis focuses on what community capitals contributed to the readiness of the community to embark on a change-driven initiative of this magnitude. This was done by examining the existing resources and assets that were in place by identifying the natural, human, cultural, social, political, financial, and built capitals that were in place in the early stages of the SEATS initiative.

Figure 2: Pre-Existing Community Capitals at the onset of the SEATS Initiative

Natural2%

Human27%

Cultural14%

Social41%

Political5%

Financial6%

Built5%

Natural

Human

Cultural

Social

Political

Financial

Built

Data Sources: 1) Interview and 2) notes from Community Planning Sessions in 2007

The pie chart in Figure 2 provides visual representation of the relative mention of the ‘pre-existing’ capitals of the community and SEATS in its beginning stages, as determined by interviews and documents. It is the overlap of social, human, and cultural capitals that make up a combined total of 82% of the existing community capitals in place at the onset of SEATS. Social capital was instrumental in the beginning stages with 41% followed by human capital representing 27%.

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From the transcriptions of notes from the interviews, the following comments from SEATS partners and funders reiterate this high level of social, human, and cultural capitals:

There was a recognition of the need to diversify the region’s economy, along with the readiness of the multi-sectoral group to come together (Cultural Capital)

Many stakeholders worked together in the past, therefore there was already a level of trust – we saw this as an opportunity (Social Capital).

I felt the success from the Business First Technology Incubator (BFTI) was the catalyst that got the project started. It solidified that with a little community support and sharing of knowledge that you can successfully launch technology companies in Medicine Hat (South East Alberta) (Social and Human Capital).

The success of the participants of the BFTI help the stakeholders realize that increasing the participation in the community could lead exponentially greater success and create a positive impact in the community (Social Capital).

REALLY LONG HISTORY OF RELATIONSHIP BUILDING IN S.E. ALBERTA!!!! (Social and Cultural Capital).

People underestimate trust, building relationships, working together – this is a PRECURSER TO SUCCESS!!! (Social Capital).

Enablers! It took just a few people who are highly motivated and keenly interested to get it going (Social Capital).

Impetus and foundation was there – the project evolved from foundation and relationships already in place (Social Capital).

Trust and commitment among partners – made funder excited (Social Capital).

The relative presence of social capital is strong. Social and human capitals are intimately intertwined with the built and financial capitals that preceded SEATS. The existing base of technology-driven businesses in the region as well as the previously-related technology projects that were funded prior to SEATS contributed to moving the project forward. This is reflected in comments from SEATS partners:

SEATS started by a committed group building on the resources and infrastructure we already have.

The (British and Canadian) Army Base located ½ hour from Medicine Hat has a lot of innovation and research going on – we realized we should build on that.

The Base and other tech companies in the region already have success on the world market.

We had previous funding through the Rural Community Economic Development grant that helped us in the planning and development of the strategy so we could build the network and capacity to where it is today. Without that we wouldn’t have had the resources necessary to engage key stakeholders in the community planning sessions or provide training opportunities to the partners.

RDI and AAET funding helps us carry out our goals and strategy.

The previous funding that SEATS accessed was a foundational piece that enabled the initiative to carry out its planning endeavors. SEATS’ funders emphasized that the possibility of getting current RDI and AAET funds allowed the project to move to the next level of its coordinated effort.

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Natural0%

Human41%

Cultural8%

Social35%

Political7%

Financial6%

Built3%

Natural

Human

Cultural

Social

Political

Financial

Built

Process (Investment in Capitals)

By examining the interaction among community capitals, as well as the investment from the outside in different capitals, this study can better understand the role of each capital. Focusing on process also allows for the assessment of progress towards a project’s goals (Flora and Flora, p. 133, 2008)

Figure 3: Investment of Community Capitals in the SEATS Initiative

Data Sources: 1) Interviews from SEATS partners and 2) SEATS Progress Activity Reports

Similar to the pre-existing capitals of the SEATS initiative, social, human and cultural capitals continue to play an integral role in the developmental process of the SEATS project (84%). It is the combination of these capitals that serve as the catalyst to influence the growth and development of other capitals and the goals of the SEATS initiative. Comments from interviews reiterate this point:

We are seeing a vast amount of collaboration among the members of SEATS. Partners and stakeholders are working together to benefit the community even if that represents slight increases in resource cost (Social Capital)

Partners are inviting each other closer into their businesses to share their successes, plans, and potential business opportunities all to the benefit of SEATS. We have seen businesses revenues and opportunities grow for the stakeholders as a direct result of the collaboration that SEATS has initiated (Social and Human Capital).

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The way of thinking that SEATS has enabled has really turned into a new culture of thinking and values adopted by those interested in advancing the technology sector in the region.

The Cypress Technology Network is becoming more known in the community as “the” place to network, share resources, and build business ideas (Social and Human Capital).

Funders are coming to SEATS as the ‘go to’ group for tech-related advice (Human Capital).

The Medicine Hat College is moving beyond its traditional methods of delivery by working closely with the technology businesses and Community Futures Entre-Corp to incorporate ‘non-technical’ courses and requirements into their technology programs. This came as a result of the Cypress Technology Network roundtable discussions where the health region and other technology companies raised the concern that the highly technical skilled students coming into the workforce were lacking in some of the softer skills in communication, management, and public relations (Human and Social Capital).

The assets in social and human capitals continue to make an impressionable impact on the SEATS project; however, one difference between the pre-existing and investment in community capitals is that the relative importance of human capita has significantly increased (from 27% to 43%). As SEATS moved from readiness to development, social and human capitals reversed. In the beginning, social capital represented 41% and human capital 27% of the capitals mentioned in the interviews and documents. Through the process of the initiative, social capital was 35% and human capital jumped to 43 %. This signifies social capital is important for starting a project and human capital is important for the process and developmental phases. As one of the interviewees said:

The overall knowledge transfer among members and non members seems to be working very well. I have also witnessed increased collaboration between IT sector companies (among themselves) and with the Medicine Hat College. As a result we have also seen the Medicine Hat College launch a student cooperative program within the IT sector, which I believe is a direct result of SEATS. That should lead to greater job creation, retention and integration of youth into the South East Alberta Technology sector. This in turn will help to create a more diversified labor force and eventually /ideally lead to greater investment in technology within our region.

Of other particular interest is the change in the relative importance of political capital, which increased from 4% in the pre-existing capitals to 8% during the process of the initiative. Box 1 provides an example of the interconnectivity showing how political capital, in conjunction with other capitals, was invested in:

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Box 1: An Example of Community Capitals Invested

Building and Interconnectivity of Community Capitals at the Cypress Technology Network’s Presentation on Community Infrastructure Fiber-Optics.

Through the development of SEATS, the informal network known as the Cypress Technology Network was formed. This came as a direct result of the two community planning sessions in 2007 where participants at the session were eager to continue networking and building a common place where they could share ideas and grow the technology sector collectively.

SEATS facilitates the Cypress Technology Network meetings that are held monthly (at different host technology organizations). These meetings bring together technology businesses and other community organizations interested in advancing the sector. The first hour of the meeting involves networking (social capital) and the second hour is committed to developing and offering presentations (human capital) by the hosting business. Following the presentations is a round table discussion that opens up time for businesses to share their technology skill-base with others in the group and learn about what is going on in the community and region.

At the Cypress Technology Network meeting in February 2009, one of the local technology entrepreneurs brought a speaker from California to talk about what is involved in implementing public fiber optics to the homes (built capital). This entrepreneur is very passionate about this topic. His travels to California to hear the speaker initially (human and bridging social capital) resulted in an increase in capacity and knowledge for those at the meeting (more human and social capitals). This also solidified the “way of thinking and doing” (cultural capital) for SEATS and the Cypress Technology Network – which is now becoming known as a place to network, share ideas, and push ideas forward. Taken further, this entrepreneur invited local politicians to the meeting to keep them informed of the topic and open the door to further advocacy at the municipal level to consider bringing in and financially supporting fiber optics to the community (political and financial capital).

The example in Box 1 illustrates that a strong sense of social and human capitals at the onset and development of the initiative can later have further impact and direct relations with other capitals.

Capital Synergies

To fully understand the involvement of all the community capitals, Table 1 outlines each of the seven community capitals in terms of what was pre-existing, invested, and how they are each interconnected.

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Table 1: Mapping SEATS’s Community Capitals

CapitalPre-existing Assets / Capital

Investment in Capital Capital Synergies

Human 1. High level of skill, knowledge and education in technology sector already in existence in the region. This is the ‘asset’ of which the intent of SEATS project was initially developed

Canadian Centre for Unmanned Vehicles (testing / promote technology)

Military base located 25 minutes from Medicine Hat with high tech scientists

Medicine Hat College running IT certificate course

Entrepreneurs and businesses in high tech industries (such as Auto-Star, Accessible Accessories, Lite Book, Meggit Defense)

Economic Development organizations (Chamber of Commerce, Economic Development Alliance, Community Futures Entre-Corp, City of Medicine Hat)

2. Ability of those involved to solicit partnerships, provide support, source funding opportunities, etc

Creation of the Business Technology Incubator to foster entrepreneurship in the tech industry AND provide a platform for existing businesses to mentor new entrepreneurs

1. Increase in knowledge and skill of entrepreneurship, technology sector in the community, and support networks for businesses and community orgs supporting the tech sector

From the creation of the Business Tech Incubator, Auto-Star mentored three new tech businesses for the duration of their term in the technology incubator

Creation of “Cypress Technology Network” (SEATS served as a catalyst for increased access to knowledge and skills of sector by facilitating the development of this network).

o Sub clusters of tech businesses working together

Development of technology-related business directory

Medicine Hat College exploring new ‘tech’ focus in Business Admin program

More tech-based businesses stay in region due to active involvement of sector and its partners

Hiring of SEATS full-time staff to connect with / inform tech industry and partners

2. More private industry committed time to coach / mentor / support tech industry and partners working towards increasing the capacity of the tech sector in the community

Social Capital – increase of networks and sharing of resources between businesses, economic development groups, Medicine Hat College, etc.

Those partners involved in SEATS and the Cypress Technology Network are now becoming known as the “go to” people for access to information, knowledge, and resources

Financial Capital – access to two sources of funding (RDI and AB Advanced Education & Technology). This is due largely to the ability to solicit partners

Cultural Capital – a heightened awareness of the technology sector’s ‘entrepreneurial spirit’ in the region

The proactive and collaborative nature of the partners involved in SEATS sets a foundation for more knowledge, information and skills to be developed

Political Capital – an increase in awareness and support of the project at various levels of government comes (in part) as a result of the ability of the partners’ networking skills (social and human capital)

Social 1.Pre-existing partnerships (Existing bonding social capital between economic development,

1. Increase of networks between businesses, economic development groups, community stakeholders, etc.

Human Capital – the increase in networking and access to more partners has lead to

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CapitalPre-existing Assets / Capital

Investment in Capital Capital Synergies

non-profit and government partners)

Community Futures Entre-Corp, Medicine Hat College, Economic Development Alliance, Defense Research Development Centre, City of Medicine Hat, Chamber of Commerce

Entrepreneurs and businesses in high tech industries (such as Auto-Star, Lite Book, Meggit Defense)

2. New networks (bridging social capital to tech businesses, other tech networks, government entities outside of region)

Calgary Technologies

Alberta Advanced Education & Technology

University of Calgary (Tech project related to rural videoconferencing)

More businesses and partners are linked together through the creation of the “Cypress Technology Network.” The database of tech companies in the region is an indicator of the increase in #s of businesses and organizations now linked

Mentoring of entrepreneurs (through the creation of the Business Tech Incubator and the work Community Futures Entre-Corp does to support entrepreneurs) has turned into more bonding social capital between new and existing partnerships

Economic Development groups and the Medicine Hat College now have a better understanding of tech company needs.

Local tech businesses now linked to multiple ec dev’t support groups that can help them build skills and connect them to more opportunities for growth / development

Much stronger relationship with outside networks to government agencies, specifically AET

SEATS full-time staff in place to liaise / inform tech industry & community partners

2. Increase of community networks collaborating / working together.

Community consultation with variety of business, community and government stakeholders collectively developed a vision and series of goals for SEATS

Connection with Lethbridge Tech Network

opportunities to increase access to the skills and knowledge of other tech companies

The networking provides partners the opportunity to work together on projects, bring in expert speakers and presenters to monthly network events, etc

Financial Capital – access to funding is strongly influenced by the ongoing relationship and trust of funders in the SEATS project

Cultural Capital –The proactive and collaborative nature of the partners involved in SEATS serves as a “culture of readiness”

Political Capital – an increase in awareness and support of the project at various levels of government comes (in part) as a result of the ability of the partners’ to adequately network and sell the project (social and human capital)

Political

1. Some awareness of technology ‘niche’ at various levels of government

Government officials and

1. Increase in awareness of SEATS project

Presentations from economic development organizations (selling the idea of developing

Social / Cultural Capital – The proactive / collaborative nature of the partners involved in SEATS exemplifies a strong

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CapitalPre-existing Assets / Capital

Investment in Capital Capital Synergies

representatives who sit on Ec Dev boards and committees (Economic Development Alliance and Community Futures Entre-Corp)

the technology sector as a means to diversify the region)

2. Increase in support of SEATS

Received recognition from municipal / prov gov of the value of the region’s technology sector and how it can be capitalized on

collective effort that ‘looks good’ to political influences and funders

Human / Financial Capital - Through strong networking skills, SEATS and its partners are better positioned to influence decision makers / seek funding support

Financial

1. Investment of government and Ec Dev organizations to move tech sector forward in region

Contributions of previous RCED (Rural Community Economic Development) funding (2007) helped set the foundation for building and mobilizing SEATS to where it is now

Willingness and commitment of Ec Dev organizations to invest time to move project forward

1. Investment in project increased from only government and Ec Dev organizations to include private investment (valued at over $200,000)

2. Rural Diversification Initiative (RDI) funding 2008-2011 – Phase 3 of SEATS project

3. Alberta Science and Advanced Technology funding

Social / Cultural Capital – The ‘track record’ of partners involved in SEATS exemplifies a strong and trusting commitment that ‘looks good’ to funders

Human Capital - Through strong networking and project development skills, SEATS and partners are better positioned to seek funding support

Political Capital – With the strong financial support from public / private org, SEATS is on the radar of varying levels of government as a successful project in action

Cultural

1. Proactive and ‘culture of readiness’ attitude of pre-existing partners

2. Entrepreneurial spirit of South East Alberta

1. Community and economic development groups are more pro-technology

2. Culture of readiness translates into ‘action’

Hiring of SEATS Project Manager

SEATS and partners developed vision and goals for future

Social Capital – increase of networks and sharing of resources has lead SEATS and the Cypress Tech Network to becoming known as the “go to” place for access to information, knowledge, and networks

Built High-speed internet, Supernet (Government of Alberta’s fibreoptics linked through all schools, hospitals and libraries in every community in Alberta)

More awareness and advocacy to local government for support to get ‘public’ fibre optics in Medicine Hat. Session held in Feb 2009 focused specifically on the topic of public fibre optics

Human Capital – knowledge and skills of tech companies to describe or ‘sell’ benefits of fiber optics

Political Capital – local politicians have attended meetings to hear benefits of public fiber optics

Impact (Change in Capitals)

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SEATS’s developmental process and impacts are not mutually exclusive. The influence of community assets and capitals will continue to develop and strengthen as SEATS progresses through its implementation stage.

For the purpose of this study, the measure of impact (or change in community capitals) is based on what has happened to March 2009. The analysis was conducted through informal interviews and observations with SEATS lead partner on the progress and changes that have happened over the course of the project’s duration.

Considering SEATS is still amidst its development and implementation, there are limits in the ability to effectively determine all possible impacts that the initiative has within the community. First, the interview questions and responses lack detail for validity and ability to compare capitals from pre-existing to what changes have been in place. Second, the current documents produced from SEATS do not have impact data compiled.

Albeit the limitations of information available, the data collected provides value to understanding the fluidity and interdependency of the community capitals that have influenced the SEATS project to date.

Figure 4: Impact of SEATS Using Community Capitals

Natural 0%

Human 28%

Cultural 12%

Social 36%

Political 12%

Financial 12%

Built 0%

Natural

Human

Cultural

Social

Political

Financial

Built

Figure 4 illustrates that the capitals represented most often in terms of impact for the SEATS initiative are social (36%) and human (28%). This reiterates the importance of social and human capital through SEATS development and growth. Cultural, political, and financial capitals all came equally at 12% which is an increase of the presence of these three capitals as compared to the pre-existing and development stages of the initiative.

As noted in an interview with lead SEATS project partner Community Futures Entre-Corp, there have been a number of direct impacts on the technology sector in the region since SEATS’s inception:

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“We have been approached by (and as a result presented to) the Terrestrial Imaging group in Lethbridge who want to collaborate in the realm of unmanned vehicles. They see this as an opportunity since unmanned vehicles are already a strong cluster development in our region.”

“One of the provincial government funders, Alberta Advanced Education and Technology (AAET), is now using SEATS to deliver programs and promote events. In March 2009, we were notified that AAET would like to have an “Innovation Day” in the coming months and bring down the Minister to talk about it. This is a two-way opportunity for AAET to share what the government is interested and engaged in, as well as learn first-hand from an area of the province where the technology sector is actively engaged. AAET now has direct local connections to technology and innovation activity in South East Alberta, which had never happened before.”

The above comments reinforces that the ‘progress in process’ has lead to positive results in advancing the technology sector and community’s support to move forward. The connection with Terrestrial Imaging directly links to bridging social capital (collaborating with an outside group), human capital (to build the skills and capacity of the cluster) and built capital (the cluster itself). The interest from AAET to engage the sector and region in an “Innovation Day,” points to financial, human and social capitals in action and how the interconnectivity of these capitals has impacted the technology sector, community partners, and funders.

Spiraling Up of Community Assets

Since its inception, SEATS’s development has lead to a flow of assets resulting in an increase in multiple capitals. This study found the increases in both the stocks and flows of social capital were the initiating factors in the spiraling up process of positive growth and development of the project.

Figure 5: Spiraling Up of Capital Assets in SEATS Readiness and Project Development Stages

Social capital

Built capital

Political capital

Political capital

Human capital

Social capital

As illustrated in Figure 5, Social capital serves as the impetus to move SEATS forward. Due to the existing and enhanced social capital, there has been an increase in the access to skills, knowledge and resources (human capital) through the Cypress Technology Network, the Medicine Hat College, and the business support services offered through Community Futures Entre-Corp. This human capital in turn builds further social capital as businesses

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and community stakeholders become more aware of each other and involved in the project. The human capital also links to financial capital as additional knowledge and opportunities are developed to expand new and existing businesses. Political capital is impacted because more connections and awareness of technology initiatives is becoming known (both at local and provincial levels). The human capital increased as a result of social capital also gives more confidence and ability for technology companies to approach governments for support and financing (political and financial capital). Together these capitals stimulate the development and changes that have made progress on the SEATS initiative to date.

Although social capital often impacts the strength and weaknesses of other capitals, it is the principle shifts in investments of all capitals that help to ‘connect the dots’ in understanding the relationships of what community assets and resources are necessary to mobilize change.

Analysis

Analyzing the interaction across various capitals in the SEATS project through the Community Capitals Framework provides a mechanism for understanding the impacts that can result when one or more capitals are invested to create new results (Flora, 2006). To gain a full understanding of the interaction of community capitals, I used this study to capture what community assets and resources existed at the start of SEATS as well as the investment and change in community capitals that happened through the development of the project. That is, how has the process of the SEATS initiative been impacted by the community capitals? Has the investment of social and human capitals lead to investments of other capitals?

At the onset of SEATS, social capital (with key partners and linkages to funders) was mobilized around the human and built capital (existing technology infrastructure, businesses, research and innovation at the Army Base) and financial capital (previous funding for the development of a technology strategy plan to move the sector forward). Collectively, the contribution of these capitals influencing the social capital to move SEATS forward– is all part of a much larger system. Recognizing this interdependence of community capitals that can influence, or be influenced by social capital helps to understand the impact of SEATS beyond it’s goals, to the community or system as a whole (Emery and Flora, 2006).

Social Capital Invested

The SEATS project process facilitates the enhancement of social capital by building on existing relationships (bonding social capital) and expanding to outside networks both within the community and to external partners (bridging social capital). It is the strengthening of these internal and external relationships that encourages community initiative, responsibility, and adaptability (Flora and Flora, 2008).

Social capital is enhanced through the development of SEATS by the increase and strength of networks between businesses, economic development groups, the Medicine Hat College, community stakeholders, various levels of government, and connections to external resources and networks in other parts of the province. As noted from interviews and SEATS progress reports, there has been an increase in:

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More businesses and partners are linked together through the creation of the “Cypress Technology Network.” What started at 22 members in July 2007 is now at 66 (Bonding and Bridging Social Capital).

The mentoring of entrepreneurs (through the creation of the Business Tech Incubator and the work Community Futures Entre-Corp does to support entrepreneurs) has turned into more bonding social capital between new and existing partnerships (Bonding Social Capital).

Local tech businesses are now linked to multiple economic development support groups that can help them build skills and connect them to more opportunities for growth (Bridging Social Capital and Human Capital)

There is a much stronger relationship with outside networks to government agencies, specifically AAET (who previous to SEATS had no connection to community or businesses in southern Alberta) (Bridging Social Capital)

More correspondence and connections to outside groups such as Calgary Technologies, Terrestrial Imaging, Lethbridge Technology Network, etc (Bridging Social Capital).

SEATS full-time staff in place to liaise, inform, and support the tech industry & community partners (Bridging Social Capital)

SEATS Strategies and Implementation Plan

Important to the analysis of SEATS is to show how the community capitals have influenced, and continue to influence, SEATS strategies and implementation. The following chart in Figure 6` demonstrates the strengths of community capitals influenced by the SEATS strategies.

Figure 6: Influence of Community Capitals in SEATS Strategy and Implementation

Capitals Influenced by SEATS Strategies

0

1

2

3

4

5

6

7

8

9

Capitals

Str

en

gth

of

Ca

pit

als

Series1

Data Source: SEATS Strategy DocumentTo understand more closely how the capitals are influenced in each of the SEATS strategies, the following table demonstrates the capitals that were either impacted or enhanced up to March 2009 in the initiative’s development.

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Table #2: Community Capitals Impacted and Enhanced in each of SEATS Strategies

Table 2 charts the SEATS strategies (created in July 2007) to see what capitals have been impacted or enhanced in each (up to March 2009).

Of considerable relevance, the average number of community capitals impacted per strategy is five. This signifies the importance of community capital interactions and their investments, because it demonstrates the interdependence and fluidity of community capitals and their application to project development and implementation.

Box 2: Example of Interconnectivity of Community Capitals on SEATS Strategy

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Box 2 elaborates on one of SEATS’ strategies to show the interconnectivity and interdependence of the community capitals that have been impacted or changed through the development of the project.

SEATS Strategy: Training & workshops targeted at the technology sector

Capitals Impacted: 6

Human Capital: Monthly Cypress Technology Network meetings and presentations have enabled technology businesses, Medicine Hat College, and Community Futures Entre-Corp to gain knowledge, skills, and access to resources. Since the CTN is a platform for technology partners to network, share resources and ideas, and learn from presentations and speakers, social capital has also increased because more participants are coming to meetings and there are linkages to businesses that were not in place prior to SEATS (bridging social capital). When local politicians attended the CTN meeting to learn about community technology infrastructure and how it could be applied, political capital was influenced. Due to the networking and learning from other technology companies and business support services available through the Cypress Technology Network (human and social capitals), technology businesses also have a greater awareness of funding opportunities and partnerships where they can explore access to financial support for technology-driven ideas (financial and social capital). Since some of the training sessions are now being offered via videoconference (Innovation Series), built capital has increased.

Cultural Capital: Training and workshops are becoming part of the culture of the Cypress Technology Network. In turn, this has increased social capital and human capital as more technology companies have joined and are actively participating in the training. Indirectly, political capital is influenced because SEATS and Cypress Technology Network served as the platform to engage the political connections in the community (social capital).

Social Capital: Through the training workshops and Cypress Technology Network meetings there is an increase in networking and connections between tech companies and other community stakeholders that did not exist prior to SEATS. The skills, knowledge and resources shared at these meetings (human capital) is now reaching a broader connection in the region (social capital). The human capital increased as a result of social capital also gives more confidence and ability for technology companies to approach governments for support and financing (political and financial capital).

Political Capital: Local politicians actively participating in CTN workshop (February 2009) to learn more about community infrastructure (fiber optics to public homes)

Financial Capital: Financial capital is influenced in two ways. First, there is financial support (through SEATS) to host training workshops. Second, Community Futures Entre-Corp has gained knowledge on how to finance technology businesses to understand the sector’s need (as well as learning what can be taken for collateral because it is not the traditional form of lending). This impacts both financial and human capitals.

Built Capital: Utilization of videoconference infrastructure is now part of SEATS / Cypress Technology Network’s “Innovation Series” Training. Connecting to other technology

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companies and networks streamed in through these training sessions offers an opportunity to connect and learn from others (human and social capitals).

Further explanation of how the capitals were impacted or enhanced in SEATS’ other strategies is outlined in Appendix 3.

Absence of Capitals

During my research, only once was Natural Capital addressed. This came from one of SEATS’s partners who was reflecting on the nature of the land in terms of the open space of the prairies being an advantage for investment. Specifically, the comment was made regarding the airspace above the Canadian Army base which incidentally is one of the largest private airspaces in the world. While mention was made to open space and land, this could also be seen as built capital even though the space is a natural element. The partner interviewed felt that the boundaries given to this space (as well as rules and regulations which guide this space) makes it such a valuable asset.

Conclusions

Utilizing the Community Capitals Framework as an analytic tool assists those involved in community-driven initiatives understand how investing their community assets and resources can effect positive change. This study focuses on the community capital assets that contributed to the readiness of the SEATS project, what community capitals were invested through the process and implementation of the project, and how this impacted positive change in the community.

A significant reinforcement from this study was the demonstration that the influence of community capitals on a project’s development is not linear. As the analysis of SEATS strategies demonstrates, the project invested a number of assets across the community capitals at any given time. Many interactions of capitals take place. Even though social and human capitals were instrumental in starting the project, it was the interaction and the continuous building, of community capitals that marked the success of SEATS readiness, process development, and implementation. This supports the holistic nature of community development initiatives and the interdependency of factors that contribute to a project’s achievements.

Although SEATS has seen considerable successes in its developmental stages, the impact goes beyond the success of the project’s purpose or intent. It is about the relationships, assets, resources, and capital that influence the process and implementation that is important. The Community Capitals Framework provides a framework that allows those involved in communitywide initiative to see this interconnectivity, impact, and relevance of community capitals.

Recommendations for Future Research

As funders and community developers alike require better ways of understanding impacts and outcomes, the Community Capitals Framework provided an effective way of mapping the

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investment of capitals, strategies that influence the flow of assets across capitals, and results indicated by the increase of capitals (Emery and Flora, 2006).

Specific recommendations are as follows:

Continue utilizing the Community Capitals Framework analysis of SEATS project at end of its implementation cycle to see the complete change and interconnectivity of community capitals

o How have the investments in community capitals made a difference for the tech sector and community?

o From a funder’s perspective, how can this help evaluate the indicators of readiness for a community that is ready to engage in change?

Ensure that there is an ongoing evaluation process in place. o Identify and track how SEATS can learn from the already invested capitals –

and what they would like to see further investments in. For instance, how can SEATS tie the CCF into their strategies and goals future? How can this help SEATS ensure effective and ongoing evaluation?

o Use CCF as a mechanism for systemic evaluation by developing an evaluation process that looks at impact beyond the project’s specific goals to measure the degree of change to the community or system as a whole.

Look at how social capital (collaboration, willingness to work together, collective vision and commitment) ‘sparked’ the other capitals, and more importantly, how it was the ongoing interconnection and building of all capitals that contributed to the overall success.

Include the value that technology brings to natural capital. An example of this would be to engage one of the SEATS partners who is involved in alternative energy. Through the development of such companies, this in turn impacts the local environment in positive ways.

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References

Beaulieu, L., (2002). Mapping the Assets of Your Community: A Key Component for Building Local Capacity. Southern Rural Development Center. Retrieved from: http://srdc.msstate.edu/publications/227/227_asset_mapping.pdf

Emery, M, & Flora, C (2006). Spiraling Up: Mapping Community Transformation with Community Capitals Framework. Journal of Community Development. 37, 19-35.

Flora, C. and J. Flora. 1993. “Entrepreneurial Social Infrastructure: A Necessary Ingredient.” The Annals of the American Academy of Political and Social Science. 529: 48-58.

Flora, C., and Flora, J. 2008. Rural Communities: Legacy and Change, 3rd edition Boulder, CO: Westview Press

Flora, C.B.(2006). Social Aspects of Small Water Systems. Journal of Contemporary Water Research and Education, 128, 6-12.

Emery, M., Fey, S., and Flora, C.B. (2006). Using Community Capitals to Develop Assets for Positive Community Change. CD Practice, No. 13, 1-19. Community Development Society.

Green, G.P., and Haines, A. (2008). Asset Building and Community Development. Second Edition. Sage Publications. Thousand Oaks, California.

Hammon, S. (1998). The Thin Book of Appreciative Inquiry. Thin Book Publishing. Plano, Texas.

International Institute for Sustainable Development (2008). Appreciative Inquiry and Community Development. Retrieved from website: http://www.iisd.org/ai/

Kretzmann, J. P., and J. L. McKnight (1993). Introduction and Releasing Individual Capacities. Building Communities from the Inside Out: A Path toward Finding and Mobilizing a Community’s Assets. Chicago: ACTA Publications.

North Central Regional Center for Rural Development (2001). Vision to Action: Take Charge Too. Iowa State University.

Wyckoff-Baird, Barbara (2005). Growth Rings: Communities and Trees. Washington, DC: The Aspen Institute.

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Documents from SEATS Project (non-published):

Rural Community Economic Development (RCED) Initiative Final Report June 2008 SEATS Backgrounder document, created March 2008 SEATS Progress Report, December 2008 SEATS Progress Report, March 2009 SEATS Grant Application (Rural Diversification Initiative), September 2008 SEATS Outstanding Collaboration Application, April 1, 2009 Marketing ads for training workshops related to SEATS and Cypress Technology

Network

Interviews:

Chris Deering, Community Futures Entre-Corp, SEATS Project Manager Sean Blewett, Community Futures Entre-Corp, General Manager (previous manager of

Business First Technology Incubator project) Judy McMillan Evans, Community Futures Alberta, Rural Diversification Initiative Project

Coordinator Toby Williams, Community Futures Alberta, Rural Diversification Manager Robert Symmons, Auto~Star Compusystems President Jacquie Penner, Medicine Hat College, Dean of Business John Molden, Red Tech Industries, Director

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Appendix 1: Community Capitals Methodology Coding

The following table indicates the key words for each of the seven community capitals. These key words were used in the interviews, community planning sessions, project reports and the SEATS Strategy document. The data was recorded by summing the number of times each capital was mentioned in all of the data sources. The indicator of importance is the number of times each capital was mentioned.

Natural Financial Built Political Social Human Cultural

Environment

Nature

Location

Landscape

Amenities

Financial resources

Monetary

Funding

Access to funding

Financial support

Infrastructure

Buildings

Telecommunications

Fiberoptics

Technology infrastructure

Video conference infrastructure

Politicians

Government

Access to power

Advocate

Action

Lobby

Political awareness

Influence

Relationship

Trust

Working together

People

Connection

Network

Collaboration

Cooperation

Partnership

Inside organizations

Outside organizations

Stakeholders

Culture of sharing

Skill

Resources

Resource / info sharing

Knowledge

Leadership

Support

Time

Input

Learning

Awareness

Values

Energy

Culture

Beliefs

‘way of doing’

Ethnicity

Way of thinking

Enabling

Active

Engaged

Culture of sharing

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Strength of partners increased, more members in Cypress Tech Network (solidified) – people even phone up to ask when next meetings are!Connections are bringing together different groups and building relationships beyond SEATS projectOutside groups now have place to network and distribute info (such as Advanced Ed and Tech)Stronger relationships between college / tech companies, ec dev / tech, tech network / politiciansRole model for other projects to see strength and value of partnership that work to make change happen

Previously funding through RCED & AAET Business Incubator, in-kind expertise from local tech# of trees planted in town (green parks, open spaces, etc). # of shelterbeltsPlant# of farmers enrolled in Environmental Farm Plan (EFP)Considering EFP, count# of sharp tail # of complaints about misuse of parks, recreation sites, public facilities, etc. Change in green space over time (such as Oyen pool)heir land to wildlife preserves or areas to improve conditions)t of Oyen’s coin-operated water stations for farmers (quality)# of community members involved in watershed groups soil can lead to respiratory problems or reduced visibility – therefore could measure the number of complaints for air odour. ain elevators moved or taken downIncrease or decrease in agricultural land vs. non farmed landSoil erosion rates / acres of croping of indigenous trees (cottonwood, etc) entrepreneurs

Pre-Existing Assets and Capitals

RDI and AAET funding, $250,000 in-kind from Autostar, other entrepreneurs providing support

Highspeed infrastructure in place, local entrepreneur as ‘host’ tech incubator site

Discussions are on table to try to get public fiber optics infrastructure in the city

Geographically have a lot of open space which is therefore helpful for businesses like the Defense Military Base to test and practice with technological advances

Culture of relationship building is almost innate“Culture of Readiness” – existing trusting relationships of multi-sectoral group coming together. Pre-existing partners were committed to collective vision - always realizing potential and looking for opportunity

Strong connection between tech, ec dev, college – key in getting project goingTrust, building relationships, working together – all in place and precursor to successHad RIGHT partners involvedReally long history of relationship building in SE Alberta – know how to connectFormation of Cypress Tech Network Ability to reach out to get more business involved as well as learn what others are doing in other communitiesThe increase in the partnership seems to have

solidified the ‘culture of readiness’ of group to move forwardMore positive ‘energy’Eagerness to stay involved

Private sector brings resource s/ skills for project development (Auto-star, Litebook, Meggit, RedTech, etc) CF Entre-Corp taking lead organizing role to drive / facilitateEc dev org’s to support tech (Com Futures, Ec Dev Alliance, etc)Medicine Hat College targeted programs, developing student skills

Coop program at College developed as result of SEATSTech industry, ec dev and college all have has better understanding of what each other can do to supportMore info sharing and skill development through Cypress Tech NetworkIndividual skill development of SEATS staff is increasedIncrease CF capacity to help tech biz Helps funders showcase what works

Some awareness of project at local level but most awareness started as result of provincial and federal funders

Increase awareness and advocacy happening to enhance political support (inviting politicians to meetings to talk about (ex. Public fiber optics)

Change in Capitals

Appendix 2: SEATS Combined Interviews Summary

Appendix 3: Analyzing Strategies by Investments in Community Capitals through SEATS’ Process

Description of impact / enhancement of capitals in each of SEATS’ eight strategies:

SEATS Strategy 1: Training & workshops targeted at the technology sector

Capitals Impacted: 6

Human Capital: Monthly Cypress Technology Network meetings and presentations have enabled technology businesses, Medicine Hat College, and Community Futures Entre-Corp to gain knowledge, skills, and access to resources. Since the CTN is a platform for technology partners to network, share resources and ideas, and learn from presentations and speakers, social capital has also increased because more participants are coming to meetings and there are linkages to businesses that were not in place prior to SEATS (bridging social capital). When local politicians attended the CTN meeting to learn about community technology infrastructure and how it could be applied, political capital was influenced. Due to the networking and learning from other technology companies and business support services available through the Cypress Technology Network (human and social capitals), technology businesses also have a greater awareness of funding opportunities and partnerships where they can explore access to financial support for technology-driven ideas (financial and social capital). Since some of the training sessions are now being offered via videoconference (Innovation Series), built capital has increased.

Cultural Capital: Training and workshops are becoming part of the culture of the Cypress Technology Network. In turn, this has increased social capital and human capital as more technology companies have joined and are actively participating in the training. Indirectly, political capital is influenced because SEATS and Cypress Technology Network served as the platform to engage the political connections in the community (social capital).

Social Capital: Through the training workshops and Cypress Technology Network meetings there is an increase in networking and connections between tech companies and other community stakeholders that did not exist prior to SEATS. The skills, knowledge and resources shared at these meetings (human capital) is now reaching a broader connection in the region (social capital). The human capital increased as a result of social capital also gives more confidence and ability for technology companies to approach governments for support and financing (political and financial capital).

Political Capital: Local politicians actively participating in CTN workshop (January 2009) to learn more about community infrastructure (fiber optics to public homes)

Financial Capital: Financial capital is influenced in two ways. First, there is financial support (through SEATS) to host training workshops. Second, Community Futures Entre-Corp has gained knowledge on how to finance technology businesses to understand the sector’s need (as well as learning what can be taken for collateral because it is not the traditional form of lending). This impacts both financial and human capitals.

Built Capital: Utilization of videoconference infrastructure is now part of SEATS / Cypress Technology Network’s “Innovation Series” Training. Connecting to other technology companies and networks streamed in through these training sessions offers an opportunity to connect and learn from others (human and social capitals).

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The remaining SEATS strategies are in raw data (which will be updated with follow-up approval from SEATS partners to ensure transcript notes can be utilized verbatim)

2. Leveraging technology-driven opportunities

The meaning behind this includes taking advantage of existing assets and new opportunities. Two examples of existing assets include the Army Base nearby (science, tech, and innovation) and Alberta Super Net infrastructure (fiber-optics to all schools, hospitals, government buildings and libraries that was implemented in all Alberta communities in 2004). An example of a new opportunity that is being explored is downtown wi-fi.

Human Capital: has increased due to enhanced knowledge of existing tech businesses, what the Army Base is involved in related to innovation and technology, presentations on wi-fi and community infrastructure (fiber optics) and what it could mean for South East Alberta, etc.

Social Capital has resulted in increased networking and connections to new relationships outside of the region (Terrestrial Imaging from Lethbridge interested in collaborating on unmanned vehicles ‘cluster’ development that already exists in South East Alberta). Another example is Alberta Science and Innovation coming to SEATS as the ‘go to’ place for tech ideas, innovation, advise on the requirements to hire “Technology Advisors” throughout the province and Innovation Day.

Political Capital is impacted through the push from the Cypress Tech Network to include local and provincial governments in discussions and topics where the community could embrace technology driven ideas (like downtown wi-fi, fiber optics to the homes, etc). A future meeting has been arranged for Alberta Advanced Education and Technology Minister to meet with Cypress Technology Network.

Financial Capital provides access to financial support to host training opportunities (such as the February 2009 Community Infrastructure Workshop hosted by the Cypress Technology Network.

3. Assisting companies with commercialization(By providing education or connections to expertise that can assist in this area).

Human capital would be increasing capacity (providing education and training), social would be providing linkages to people to know what they’re doing, financial would be access to programs (such as the Alberta Innovation Voucher which provides companies with up to $50,000 to use on research and development. Both Community Futures Entre- Corp and the Medicine Hat College are eligible organizations to redeem these vouchers).

4. Introducing new Post- Secondary options and increasing student numbers

Human is increasing student capacity by involving a cooperative work term within a tech business, social is networking opportunities with tech business owners and connecting tech business owners with students, cultural because changing the culture of education within the MHC to get them to start thinking of the importance of non-technical skill for tech students (such as soft skills like management and communications). The college has provided financial support to create this newly created program.

5. Supporting technology sector and individual business growth by providing mentoring

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Human is increasing capacity through mentee’s capacity, culture of mentoring to help fellow companies, the connection is social and financial is what Mentored alternative energy company in structural and financial design of company. As result, they were eligible and obtained financing through Entre-Corp.

6. Coaching and networking

Coaching through BF, creating culture of coaching and mentoring within organizations, social connections, political because of CTN and AET functions (such as the Innovation Day), built capital because of using videoconference to offer Innovation Series.

7. Building relationships with community and government stakeholders

Work with college has increased students ability to work with community by enhancing their soft skills, social – CTN bigger, connection between provincial government is significantly increased (SEATS is used as an intermediary for information dissemination, sharing success stories of tech companies to various government levels (including municipal (City of Medicine Hat and City of Brooks), provincial government departments (Alberta Advanced Education and Technology, Alberta Finance and Enterprise), and federal government agency Western Economic Diversification.

Cultural – developing a culture of sharing,

Financial – more grant monies related to tech coming out, and through connection, hopefully more will be dispersed (now we get wind of it)

8. Improving access to financial and human capital.

Human increased knowledge at Entre Corp of financing tech companies and understanding their needs, improved skill base of tech students coming out of College’s coop program, improved knowledge for tech companies through CTN meetings and training opportunities offered through SEATS

Cultural – within Board and staff level of understanding of mandating towards tech companies and college’s understanding of the importance of incorporating both business and technologic skill bases.

Social – weak tie connections with other provincial and federal groups such as Angel investing network. MCH is offering additional tech upgrades with another college (SAIT)

Political – awareness of SEATS through Cypress Tech Presentation (on Community Infrastructure Fiber Optics workshop), Minister coming to MH for Innovation Day, Business First Client gave presentation to WED about importance of business supports and SEATS to the success of his company.

Financial – increase access to financial for tech start ups and expansions (4 companies)

Built capital – growth of existing businesses and new start ups (4), videoconferencing of Innovation series, Community Infrastructure workshop

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Appendix 4: SEATS Project DescriptionSources: SEATS Backgrounder, SEATS RDI funding application, Community Futures Entre-Corp Operational Plan, SEATS “Outstanding Collaboration” Application.

The South East Alberta Technology Strategy (SEATS) is a collaborative community initiative aimed at increasing the capacity of the technology sector in South East Alberta. SEATS is made up of technology sector partners, Community Futures Entre-Corp and the Medicine Hat College who together are working towards addressing the growing demands of employees in the technology sector and leveraging current opportunities in this sector.

Vision Statement: South East Alberta will have a thriving technology sector renowned as a preferred region for technology-driven organizations, professionals and students. With leading edge infrastructure, services and networks, South East Alberta will serve as a catalyst for community-wide collaboration and growth in the Technology industry.

Project Summary : The goal is to implement a community developed strategy that will increase capacity and growth in the technology sector in South East Alberta. The South East Alberta Technology Strategy (SEATS) is a collaboration of technology sector partners, Community Futures Entre-Corp, and the Medicine Hat College. Together these partners are working towards addressing the growing demand of employees in the technology sector and leveraging current opportunities in this sector.

Background:

Started in 2005 as a community-based project focusing on incubating start-up technology businesses, the South East Alberta Technology Strategy has evolved into a broader approach to develop the technology sector as a whole.

This project has advanced through the following three phases:

Phase 1: Business First Incubator Pilot Project

The Business First Technology Incubator was a pilot project designed in 2005 to offer technology-based start up businesses with facility space, business coaching and mentoring, and the ability to share resources and expertise with other technology companies - all in one centralized location. This project was a collaborative effort between Medicine Hat College, Community Futures Entre-Corp Business Development Centre and Auto~Star Compusystems Inc.

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Phase 2: Establishment of South East Alberta Technology Development Strategy (SEATDS); including the continuation of the Business First Incubator.With the momentum and success of the Business First Technology Incubator, the initial project partners were interested in further developing the technology sector. To seek guidance and input, key community stakeholders and technology businesses were consulted on how to move the sector forward. This was done through two community consultation planning sessions in 2007 and included technology sector employers (with staff ranging from one to 60 employees), Community Futures Entre-Corp, the Medicine Hat College, Defense Research Development Canada, Canadian Centre for Unmanned Vehicles, Economic Development Alliance of Southeast Alberta, the Chamber of Commerce, Palliser Health Region, the City of Medicine Hat, the Volunteer and Community Centre, and other community stakeholders. The information and feedback gathered from these two community planning sessions was then documented and incorporated into the current SEATS goals and implementation plan.

Input from the sessions provided the following:

1. Vision

The first session in April 2007 brought together 26 community stakeholders to develop a collective vision for the future of the technology sector. The group also identified what assets, challenges and trends they can work on in order to capitalize on the opportunities for technology growth in the community.

2. Strategic goals

This session focused on identifying goals and strategies of how the South East Alberta Technology Development Strategy can work towards building the technology sector in the region.

3. Action steps

Specific actions were identified and prioritized based on the feedback and input from technology partners in the community.

Phase 3: Implementation of action steps to achieve the South East Alberta Technology Strategy’s vision.

Now that the South East Alberta Technology Strategy has established goals of where it wants to be, the next step is to work on an implementation plan of how it will get there.

Key components of this phase’s strategies include:

Training & workshops targeted at the technology sector Leveraging technology-driven opportunities Assisting companies with commercialization Introducing new Post- Secondary options and increasing student numbers Supporting technology sector and individual business growth by providing mentoring Coaching and networking Building relationships with community and government stakeholders Improving access to financial and human capital.

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Collaborating Community Stakeholders

Community Futures Entre-Corp Lead Role Non-profitCommunity Futures Alberta Funder Non-profitAlberta Advanced Education and Technology Funder GovernmentMedicine Hat College Partner GovernmentAuto-Star Compusystems Partner PrivateRed Tech Enterprises Partner Non-profitBusiness Link Associate Non-profitCity of Medicine Hat Associate GovernmentCity of Brooks Associate GovernmentPalliser Economic Partnership Associate Non-profitCanadian Centre for Unmanned Vehicle Systems Associate Non-profitAccessible Accessories Associate PrivateVal-u-soft Associate PrivateLitebook Associate PrivateMedicine Hat and District Chamber of Commerce Associate Non-profit

In kind contributions:Advisory Committee: Volunteer contributions- 8 members (Economic Development

Alliance (2), Medicine Hat College (2), Red Tech (1), Sane Consulting (1), Meggitt Defense (1), Community Futures Entre-Corp (1),

Auto-Star Compusystems: facilities, mentoringMedicine Hat College: facilities, mentoring Red Tech Enterprises: facilities, mentoringCypress Technology Network: marketing, technological expertise/knowledge. Membership

currently at 66 members.

SEATS collaborates with as many different stakeholders as possible to ensure that a true representation of the industry is achieved. SEATS would be remiss in attempting to implement this project without the support of sector partners, industry experts and stakeholders with a mutual interest in the projects success. The collaboration efforts on the SEATs project have been numerous:

Auto-Star Compusystems: in-kind support; provision of on-site business/technological support, mentoring and facilities for Business First Incubator Project

Medicine Hat College: in-kind support; business and technological expertise, mentoring, facilities

Red Tech Enterprises: in kind support; business and technological expertise Cypress Technology Network: marketing, business and technological expertise Community Futures Entre-Corp; project coordination, administration of project funds, facilities,

business and technology liaison, marketing campaign

Impact on Community

South East Alberta is well positioned to diversify its economy from its traditional industries of agriculture and energy, and to develop into an innovative, technology leading community. Local companies such as Auto-Star Compusystems, Litebook, Meggitt Defense, and Accessible Accessories are international leaders in their respective markets and they, together with local stakeholders, recognize that a strong technology sector in the region benefits everyone.

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Anticipated economic benefits will appear through:

Increased investment by technological clients in South East Alberta. Retention and creation of jobs in South East Alberta. Attraction and retention of Youth to the region. Increased competitiveness among employers in the technology fields. Reduction of the flow of capital and jobs and resources to other regions. Promotion of a diversified labour force. Creation of new quality paying jobs outside of the oil and gas sector. Promotion of economic growth in technology outside of the major economic centres

(Calgary / Edmonton corridor). Increased collaboration between IT sector companies. Encourage commercialization of DRDC research.

The Goals of SEATS include:

Increasing the partnership levels and support from technology and community-based businesses and organizations to offer further training and workshops that will build community capacity in the technology sector and diversify the region.

Leveraging existing technology-driven projects and initiatives that are happening in the region

Promote technology based initiatives that will attract and retain youth and other technology-based entrepreneurs who traditionally move to larger urban centres to pursue their IT careers.

Proving a strategic direction for the Medicine Hat College to deliver education and training, including the development of new programs and potentially applied research projects linked to technology.

Increased investment in the technology industry in South East Alberta. Reduction of the flow of capital, jobs and resources to other areas such as, neighbouring

provinces and larger centres Promotion of a diversified labour force with quality jobs outside of the oil and gas sector Increased collaboration between Technology sector companies Encourage commercialization of Defense Research and Development Canada Create new products and services as well as new technology to strengthen traditional sectors,

which in return offer more growth within the market and as a region. Develop a network that allows the technology sector “innovative access to capital.” Utilize

relationships and expertise to expand the opportunities within the market.

The Strategies of SEATS include:

Training & workshops targeted at the technology sector Leveraging technology-driven opportunities Assisting companies with commercialization Introducing new Post- Secondary options and increasing student numbers Supporting technology sector and individual business growth by providing mentoring Coaching and networking Building relationships with community and government stakeholders Improving access to financial and human capital.

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The Deliverables / Action Items of SEATS include:

SEATS will concentrate its efforts on 6 main strategies over the 3 year term of the project:

Asset Mapping: A database of technology companies, professionals and students will be developed. This will create a baseline for the project that can later be used for evaluating the project. Measure will include such things as: job creation, post-secondary enrolment, new products and services in region. This database will have public accessibility, benefiting those who are conducting research, businesses looking to relocate to the region, and individuals working within the technology sector in the South East Alberta region.

Marketing: The projects marketing initiatives focus on branding, positioning and creating a strong communications plan which by doing so will encourage further development in the region and improve regions image as a technology hub and grow sector.

Relationship building: Within this project a strategic network of support groups will be developed and maintained with organizations like Ingenuity, Angel Networks, Venture Capital, NRC-IRAP, Business Link. This network will be formed of members that have been through similar situations and can mentor and assist in reaching individual and organisational objectives. It will be a means to co-ordinate and operate corporately as a central database for regional courses and events.

This network has been branded the Cypress Technology Network.

The transfer of knowledge and resources positions Business First and Community Futures Entre-Corp as a tool to create an affiliation between technology support programs and a local network. This will provide an opportunity for the Cypress Technology Network to share ideas, commonalities and resources on a local scale while also being connected provincial and national to support that can’t be found locally.

Business Liaison: SEATS will be in a position to provide support to individuals researching and starting technology businesses. They will act as liaison between potential business owners and organizations and provide support and information services; act as link to agencies that provide: Access to financing Business research Business counselling and mentorship Information on commercialization

Medicine Hat College: This is a strategic alliance that will assist in educating and creating opportunity for post-secondary individuals as well as South East Alberta’s Employment Sector. The goal of SEATS is to assist will the marketing and development of an Information Technology Co-op Program.

Incubation: The Business First Technology Incubator is collaboration between the Medicine Hat College, Community Futures Entre-Corp Business Development and Auto~Star Compusystems Inc.

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The Business First Technology Incubator has been established specifically to nurture and grow entrepreneurial software development companies. The unique environment provides guidance and support during the early stage growth phase, before companies graduate into the local business community in Medicine Hat and South Eastern Alberta.

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Appendix 5: SEATS 2008-2011 Deliverables / Action Plan

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Action Plan

Asset Mapping Marketing Relationship Building

Business Liaison

Medicine Hat College

Incubation

Develop and maintain a database of technology companies, professionals and students

Develop and maintain a network of support groups that can assist those in the technology sector.

Create and develop a strong communications plan to heighten awareness of the region as a technology hub.

Provide support to individuals researching and starting technology businesses.

Work with MHC on creating opportunity for post secondary individuals in the South East Alberta region.

Maintain the Business First Technology incubator as a resource for individuals starting software development companies.

- Collect information for technology database

- Create database and location to house information.

- Develop marketing plan including:Branding for SEATSSEATS websitenews articles creation of marketing materials

- Continue to market the Business First Incubator to potential technology entrepreneurs

- Provide incubation services and support to technology start-ups

- Meet with MHC to discuss steps involved with establishing a technology co-op program in the region

- Meet with potential businesses and organizations interested in hiring co-op students

- Act as liaison between potential business owners and organizations

- Provide support and information services; act as link to agencies that provide:Access to financing Business researchBusiness counseling

and mentorshipInformation on

commercialization

Commercialization

- Coordinate Technology Seminars

- Maintain Cypress Technology Network

- Expand relationships with organizations that can benefit the technology sector in our region

Appendix 6: SEATS Funder: Rural Diversification Initiative (Community Futures Alberta)

Rural Diversification Initiative

The Rural Diversification Initiative (RDI) is a program designed to support Community Futures organizations and the rural communities they serve in their journey of developing projects that will help diversify local economies and create long-term economic viability.

Within its parameters, RDI defines rural economic diversification as a process with the long-term goal of building a community that has long-term sustainability, resiliency in the face of change, and a broad economic base with a variety of types of businesses and jobs. As a process, rural economic diversification is community-based and rooted in a strategic analysis of the community’s strengths and advantages.

According to RDI, rural diversification is enhanced through innovation, human capital, and cluster development. As such, all projects funded by RDI will be rooted in a community economic development strategy that is based on the region’s unique strengths and comparative advantages. Projects supported by RDI are required to demonstrate strong community and industry support as well as collaboration and partnership - backed by strong work plans and project management abilities (RDI Funding Guidelines, 2008).

Project funding:

The total amount available for project funding is $3.48 million over 3 years from April 1,2008 to March 31, 2011. Total costs for each RDI project will be at least $100,000. RDI funding will cover a maximum of 60% of eligible project costs. This initiative is funded through Western Economic Diversification Canada and is administered by Community Futures Alberta.

Background:

The Rural Diversification Initiative (RDI) has evolved from a previous Community Futures program entitled RCED (Rural Community Economic Development Initiative). Under RCED (2005-2008), Community Futures organizations supported a broad range of community economic development initiatives.

RDI Related to CCF:

The RDI can use the CCF as an analytical tool to determine effectiveness of its investments in addressing the structural conditions necessary to identify, explore, and implement successful rural diversification project opportunities in Alberta. By examining the interaction of community capitals that exist at both the community and project level, RDI is better positioned to understand how this impacts project design and delivery of the community initiatives it funds. To gain more insight, this will be illustrated through an existing RDI funded project – SEATS.

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Appendix 7: Cypress Technology Network Community Infrastructure Meeting(Cypress Technology Network, which is part of SEATS, hosts monthly meetings February 11, 2009)

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Appendix 8: Innovation Series Video-Conference(offered through Community Futures Entre-Corp as part of training / workshops for SEATS initiative)

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