CDEP Regional Initiatives & Peer Learning Fund Building CDEP capacity & peer support

Strong Measures Getting real about outcomes – the

‘what’ & the ‘why’

Anthea Fawcett & Suzanah Kuzio

CDEP Regional Initiatives & Peer Learning Fund Building CDEP capacity & peer support to grow healthy food & healthy communities Workshop, Cairns

Why do we need strong measures?

CDEP Regional Initiatives & Peer Learning Fund Building CDEP capacity & peer support to grow healthy food & healthy communities Workshop, Cairns

STRONG PROJECTS – STORIES Linkages & partnerships - sustainability

Community Development (CD) Processes to build org. strengths of community: engage, strengths based, process, time

Community D’Ment Projects Respond to community aspirations/needs, need to support ‘agreed’ recognised CD goals

CDEP ‘Wicked’ but vital role in CD – broker, facilitate

STRONG MEASURESPlanning tool & strategy

Diverse stakeholders, change, core goals to build common purpose, straddle differences

Core Outcomes – the ‘why’ What people care about!

Monitoring, management, reporting

Community, partners, investors

Celebrate ‘tell’ success Benchmark achievements, build business case

Transition/succession planning Process – changing people, policy

Sustainability & resilience Management, governance, CD o’ship, funding

CDEP Projects – Outcome Measures

CDEP Regional Initiatives & Peer Learning Fund Building CDEP capacity & peer support to grow healthy food & healthy communities Workshop, Cairns

CDEP projects deliver CDEP outcomes & diverse social development benefits: Government, community and investors often want different/competitive outcomes? What ‘core’ social development outcomes does everyone want, that ‘stick’ How can you develop outcome measures that support ‘core’ goals & work for your community by helping communicate the diverse benefits of your project?

Benefits may be: Tangible & readily measurable – eg. volume produce grown, No people trained Qualitative - attitudes & perceptions – eg. social inclusion, self-confidence Commercial or semi-commercial – profitable? cost neutral? Covers a good % of costs? delivers social benefits ‘investors’ will invest in to achieve the social benefits Good Outcome measures include quantitative & qualitative measures – KISS

Need to get real about & communicate key measures & how they inter-relate: Commercial measures – value for money Community development measures – Community indicators CDEP outcomes

Goals, Outcomes, Outputs & Activities

CDEP Regional Initiatives & Peer Learning Fund Building CDEP capacity & peer support to grow healthy food & healthy communities Workshop, Cairns

Community Development Outcomes – Core Goals, The Impact! An outcome is a social development benefit that people enjoy from a program, project or other initiative. Different from an output or activity. Making meals is an activity. The number of meals provided by a Healthy Takeaway is an output measure. Improved health & nutritional status are outcomes – common thing people care about!

Commercial OutcomesA goal may be a self sustaining enterprise. Core outcomes may be products produced and sold, development of management reporting measures and governance systems. Activities and outputs to get there may be leadership and training courses undertaken.

CDEP OutcomesSupport community development outcomes, but CDEP Outcomes may be community development activities & outputs – eg. No. Employed, No trained, Training Plans deliv. d

Tricky?Focus on a few key KPIS for each key area that relate to CORE social development outcomes that mean something to your community! Record and report on them!....

Community development & CDEP

CDEP Regional Initiatives & Peer Learning Fund Building CDEP capacity & peer support to grow healthy food & healthy communities Workshop, Cairns

Community development? Processes that involve community members to: express their needs and aspirations Identify, talk about, & prioritise options to help meet needs & aspirations - outcomes provide input into what local projects & capacity building pathways to pursue & how foster local leadership & organisational capacity building strengthen existing or build new local Aboriginal organisations - Social Enterprises

Various CD ‘approaches’ – different emphases, bottom up, PAR, PM&E, mainstream planning processes, enterprise & employment, &/or Culture driven.

Who drives? Councils, Health organisations, CDEP organisations, govt agencies & programs, Local Elders, Leaders, Aboriginal organisations – people/process/r’ships!

Key features? Processes that take time, involve cooperation & negotiation, to build trust, relationships & partnerships – incremental, learning cycles & reiteration of them

CD is not social work or one off great projects – but learning & working together to communicate, contribute, & build together - to build & sustain good linked up projects Linked up projects - STRONG measures, delivers OUTCOMES are CD incubators

Quantitative and qualitative data collection points

Community Development – involves stakeholders in Action Learning Cycle’s. Measures can help to develop, build and improve the shared ‘story’, & to focus on common ground – build the core outcomes that people care about.How can you involve community members in developing the story & measures for your projects? How do – or can – you link your projects with local CD processes?

Acknowledgement: Dr Mark MoranPrincipal Policy Advisor, Australia Program, World Vision Australia, Adjunct Associate Professor, University of Queensland

,

CDEPs ‘wicked’ vital role in CD

CDEP Regional Initiatives & Peer Learning Fund Building CDEP capacity & peer support to grow healthy food & healthy communities Workshop, Cairns

Social Enterprises:Businesses founded on the pursuit of social as well as financial outcomes. Supporting social causes is the prime motivation of a social enterprise; reinvest profits for social benefit; run as a business (governance); maintains income by business activity (not as a charity) and may seek investment from stakeholders (govt, other) who wish to invest in (subsidise) social outcomes.

Your CDEP either is or partners with Social Enterprises eg. Aboriginal Councils.

CDEP projects & assets need transition plans – clear ownership & responsibilities; a clear management home & joint plan with your partner organisations.

Developing & communicating strong measures, together, builds strength overall plans

CDEP’s ‘wicked’ but exciting position: past & future baggage, policy changes, uncertainty – Strong projects, greater certainty… Powerful position to access funding & support for capacity building help communities acquire assets, but you don’t own them – the community does Community assets need legacy plans - business case & transition plan

A CDEP PROJECT Business Plan Story – Key components, measures for Sustainability

COMMERCIAL / FINANCIAL INFORMATION

The management ‘home’ – arrangements, agreements key partners

What are the core future activities? CD goal/s – How project will contribute to it

What are the real costs / income forecasts for core activities going forward?

1) Project/enterprise operating costs – staff (real wages), trainers, materials2) Revenues? – sales? CD subsidies? CDEP outcomes – mix? 3) New capital costs for equipment/assets – costs also community assets (both ledgers)

What existing community strengths/assets will the program use & add value to?

1) Employing local people with skills/interest - keeping money in the community2) Volunteer contributions – keep real/credible & value3) Use of existing assets & infra often not valued or under-utilized. List – put value on!

You are leveraging past investments! demonstrating the value of past investments! AND adding value by maintaining or upgrading them.

A $ value can be put on each of the above sorts of items - these measures help build the business & management story, help ‘sell & tell’ CD ‘value’ for succession…

A CDEP PROJECT Business Plan Story – Key components, measures for sustainability

COMMUNITY INDICATORS of COMMUNITY DEVELOPMENT

How is the project responding to needs the community has expressed?

1) People want new skills because they want work experience and pathways to a job2) People want to work together on something the community needs and to create good energy, eg. better health, school attendance3) People want something to do that makes them feel good about themselves 4) People want to encourage young people to get involved & think about life options

Participation and informal ‘interest’ rates are good quantitative indicators – both of people working/training/volunteering in project and of people who dropped by, asked questions about activities. Record & measure both!

Qualitative indicators – people’s perceptions – good Community Indicators of success. Involve community members/groups as ‘researchers’ to gather information: eg. Talking circles, cook-ups & informal surveys etc – various participatory techniques

1) Enjoyed it - want to do another program or work experience in x, y, z 2) Getting people in their community to work together (social cohesion, inclusion)3) Personal and Community pride4) Something we could build on here in community – activities or possibly jobs? 4) Daily routine of work & improved understanding of work ethic6) People have life skills and confidence to seek employment (job readiness)

A CDEP PROJECT – Business Plan Story - Key components, measures for sustainability

CCDEP INDICATORS

What are the key outcomes and their Indicators of Success

1) Number employed employment placement payments

2) Number trained - Training commencement payments- Accredited training AND Non-Accredited training and participation

3) Quality improvements - Providers management of change - Community satisfaction with provider - Training plans completed for all participants - Successful links with Employment Service providers - Community Development Projects that reflect community priorities* - Great program – people asking for more

* 4) CDEP input to Project Business & Transition Plans for CD Projects, new assets acquired:- Was the Training Program one off, will it be repeated, built upon for training only?- Will the community assets acquired be used for other community projects or possible community enterprise? How? -What is the plan to take it forward with other CD activities & stakeholders? What Partners, agreements, resource requirements?

CASE STUDY: Healthy TakeAway & Café Enterprise – Transition plan for CDEP Training Project

Project Transition Business Plan – key steps & measures CD links/measures

OVERALL COMMUNITY GOAL: Healthy kids & families who can afford & access healthy food they like to eat.

All Community, Govt. agencies

KEY ENTERPRISE OUTCOMES1.To be a self sustaining community operated enterprise eg. 3 years2.To provide healthy meals, takeaways & catering services3.To provide local employment & work experience/pathways

Community events, Health Promotion activities, Jobs,Families – life skills, affordable food

KEY STEPS – quantitative & qualitative marketing ‘sell & tell’ investors- Governance: Partner agreements - ownership, management responsibilities, process, staff & start up assets; ongoing financial inputs- Business plan – operating costs & revenues/sales – products- Further CDEP Training payments - % return to enterprise- Staff plan: Manager and staff/participants- New/additional capital & equipment - Marketing Plan: products /services: individuals, organisations, events-Events, activities community groups: Women Youth Aged Care Elders

Enterprise ‘Home’Partnerships – in & out of communityCommunity use & feedbackCommunity place to meet & socialiseCommunity pride/self confidence

Select key measures for KEY OUTCOMES & KEY STEPS – record goals and actuals now, monitor, benchmark & celebrate achievements, time

Community indicators

THE WHAT - CDEP contribution to Community Development Strategy & Goals: - Operates community farm in p’ship with Council to sell to local people- Starts Healthy TakeAway Shop & Café Enterprise, build on training projects & assets- Runs a non-accredited CD gardening program for households & the local school

THE WHAT - CDEP contribution to Community Development Strategy & Goals: - Operates community farm in p’ship with Council to sell to local people- Starts Healthy TakeAway Shop & Café Enterprise, build on training projects & assets- Runs a non-accredited CD gardening program for households & the local school

Community Development Shared Goal – Common Ground for Story & PartnershipsTHE WHY: Healthy kids & families who can afford & access healthy food they like to eat.CD Strategies – Healthy & Active Lifestyles campaign and local Food Security strategyMeasure/s: Child anaemia, failure to thrive rates, diabetes, obesity, heart disease rates. Who responsible –multiple agency partners, with community, integrated strategy

Community Development Shared Goal – Common Ground for Story & PartnershipsTHE WHY: Healthy kids & families who can afford & access healthy food they like to eat.CD Strategies – Healthy & Active Lifestyles campaign and local Food Security strategyMeasure/s: Child anaemia, failure to thrive rates, diabetes, obesity, heart disease rates. Who responsible –multiple agency partners, with community, integrated strategy

THE FARMGoal & Core Outcome Measure/s: To become cost neutral and produce 70% of local F&V for community needs in 3 years – viable Social Enterprise in partnership with Council.What other core measures – to measure NOW and over TIME?

THE FARMGoal & Core Outcome Measure/s: To become cost neutral and produce 70% of local F&V for community needs in 3 years – viable Social Enterprise in partnership with Council.What other core measures – to measure NOW and over TIME?

HEALTHY TAKEAWAY & CAFÉGoal & Core Outcome Measure/s: Commercial training kitchen to become hub for Social Enterprise in partnership with Council in 3 years, to transition to community owned entity, to be self sustaining in 5 years.What other core measures – to measure NOW and over TIME?

HEALTHY TAKEAWAY & CAFÉGoal & Core Outcome Measure/s: Commercial training kitchen to become hub for Social Enterprise in partnership with Council in 3 years, to transition to community owned entity, to be self sustaining in 5 years.What other core measures – to measure NOW and over TIME?

HOUSEHOLD & SCHOOL GARDEN PROGRAMGoal & Core Outcome Measure/s: Healthy life skills & fun activities for kids to eat well & increase school attendance; Gardening workshops & support for parents & community members to learn skills for home or community gardens.What other core measures – to measure NOW and over TIME?

HOUSEHOLD & SCHOOL GARDEN PROGRAMGoal & Core Outcome Measure/s: Healthy life skills & fun activities for kids to eat well & increase school attendance; Gardening workshops & support for parents & community members to learn skills for home or community gardens.What other core measures – to measure NOW and over TIME?

Community Garden Program, West Arnhem Shire, West Arnhem Land.

• CDO supports 3 supervisors and provides informal on the job training to all participants.

• 3 gardens; 1 supervisor per garden, and as

many CDEP participants in each community as interested.

• Supervisors are being trained to manage the gardens as businesses by 2012 (post CDEP)

• Gardens at Gunbalanya/Oenpelli, Warruwi community on Goulburn Island, 3rd planned for Minjalang community on Croker Island

• Each gardens is about 0.8ha

• Foods grown include banana, paw paw, sweet potato, sweet corn, watermelon, rockmelon, pumpkin, cucumber and tomato

• Produce is grown for sale and consumption within the community - through the community stores and Aged Care Services

Gunbalanya/Oenpelli Market Garden- kg produce sold over 18 months to June 2011, ¾ ha (7000m2)

.

Acknowledgement and thanks to Alex Debono, Community Development Officer, Market Gardens, West Arnhem Shire.

Alex estimates approx. ¼ to ½ of above (additional), was taken home by the people working in the garden but not recorded. This garden is about ¾ ha (7000 m2) and was mostly set up prior to the above data period. Fencing, irrigation and a banana orchard were already in place. Upgrades included the irrigation system, building a storage space, planting a wind break and relocation of the banana orchard. In this period, time was also allocated to training. 2-4 staff worked in the garden daily for approximately 3 hours per day.

Discussion/Break out Groups

CDEP Regional Initiatives & Peer Learning Fund Building CDEP capacity & peer support to grow healthy food & healthy communities Workshop, Cairns

Your ProjectsWhat are your core goals for them?CD core goals?How do you share and build the story with your community and Community Development processes that are in your community?

What key measures do you currently keep track of and share?

What could you measure better NOW and track over TIME? To Sell and Tell your story to the community and investors- Commercial – value for money- Community Development indicators- CDEP Outcomes

Your ProjectsWhat are your core goals for them?CD core goals?How do you share and build the story with your community and Community Development processes that are in your community?

What key measures do you currently keep track of and share?

What could you measure better NOW and track over TIME? To Sell and Tell your story to the community and investors- Commercial – value for money- Community Development indicators- CDEP Outcomes