North Central Region Community Development Core Competencies Course

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Community Development Core Competencies for
Extension Professionals in the North Central
Region
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Foundations of Practice

• The Foundations of Practice Community
  Development Core Competencies for Extension
  Professionals is composed of three major
  components
• Understanding Communities and their Dynamics
• Developing Successful Community Initiatives
• Areas of Specialization and Emphasis

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Component 1

• The first component, Understanding Communities
  and their Dynamics, is a series of seven core
  competencies that focus on
• The ability to understand community of place.
• The nature of public issues.
• The dynamics and interdependencies of the various
  segments of the community.
• The basics of community development work.

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Understanding Communities and their Dynamics

• Basic Understanding of Community
• Community Demographics
• Community Economics
• Community Power Structure
• Natural Resources and Sustainability
• Community Situational Analysis
• Community Development Process

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Community Situational Analysis

• This presentation is adapted from the original
  developed by
• Phil Alexander
• District Extension Educator
• Community Economic Development
• Michigan State University

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Community Situational Analysis

• Todays presenter is
• Scott Hutcheson
• Assistant Program Leader
• Economic and Community Development
• Purdue University

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Learning Objectives

1. Understand what is meant by the term Situational
   Analysis
2. Increase the level of understanding on how to
   assess the dynamics of the community
3. Learn how to determine if it is an appropriate
   time for a community development program
4. Explore Extensions role in community development
   based on current conditions and the communitys
   level of preparedness

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Todays Plan of Attack

1. Review situational analysis process
2. Apply concepts to Ourtown case study
3. Discuss roles for Extension and Educator

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A. What is Situational Analysis?

• . The ability to analyze a particular issue or
  situation in a community from a historical,
  political, cultural and community context
• A systematic method of collecting, analyzing, and
  delivering information about current conditions,
  issues, problems, opportunities, and challenges
  facing stakeholders within a defined geographic
  area

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Desired Outcomes of Situational Analysis

• A clear and detailed understanding of the social,
  economic, and environmental processes operating
  in a geographic area
• Improved decision making
• Better preparation and planning for the future

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What is the scope?

• Holistic approach
• Focus on a particular dimension or issue
• Health Care
• Economic Development
• Retiree Attraction
• Poverty
• Water Quality
• Sprawl
• Something in between

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B. Take Charge model

• Step 1 Where are we now?
• SWOT
• Seven Capitals of Community
• Other Frameworks
• Step 2 Where do we want to be?
• Visioning
• Step 3 How do we get there?
• Action Planning and Organizational Structure

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Take Charge model contd

• Step 1 Where are we now? (and how did we get
  here?)
• Use a Relevant Framework (i.e., Seven Capitals of
  Community, SWOT, Others, Combination
• Understand Historical Context
• Gather Information
• What data already exists?
• What additional information is needed?
• Assess Readiness for Change

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Framework Community Capitals SWOT

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Framework Community Capitals SWOT, cont.

• What are most significant strengths related to
  each capital?
• What are the most significant weaknesses related
  to each capital?
• What are the most significant opportunities
  related to each capital?
• What are the most significant threats related to
  each capital?

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Framework Have/Want Matrix
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Other Frameworks

• Community Quality of Life SurveyUniversity of
  Nevada Extensionhttp//www.unce.unr.edu/publicati
  ons/SP03/SP0308.pdf
• Building Healthy Communities Checklist by David
  Darling
• http//www.oznet.ksu.edu/library/AGEC2/MF2064.PDF

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Case Study Ourtown

• Overview and Introduction to Ourtown
• Review situational analysis process
• Apply to Ourtown

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Understanding Historical Context

• Timeline Exercise

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Gather Information

• Existing Information
• Census
• Economic Profile
• Previous Studies and Reports
• Additional Information Needed
• Surveys
• Focus Groups
• Public Meetings and Forums
• Interviews

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C. Community Readiness

• Is the community ready for change?
• Political Climate
• Level of Controversy
• Timing

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Whats Next?

• Summarize and interpret data
• Evaluate risks, consequences, payoff
• Make recommendations for next steps
• Visioning Where to we want to be?
• Action Planning How do we get there?

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D. Roles for Extension

• Convener
• Facilitator
• Resource Person / Information Provider
• Teacher / Educator
• Practitioner
• Participant / Collaborator
• Other?

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Summary

• Situational Analysis is a systematic method of
  collecting, analyzing, and delivering information
  about current conditions, issues, problems,
  opportunities, and challenges facing stakeholders
  within a community
• Use an Holistic Approach when possible
• Be Inclusive
• Situational Analysis is a means to and end

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Reflection Questions

1. How do we understand whats really going on in a
   community? To whom do we listen? How do we obtain
   our information? What are our biases? Are we
   inclusive? Are we holistic in our thinking?
2. How do we really know if its the right time
   for an educational program?
3. How do we assess risks? Risks to self? Risks to
   Extension? Risks to community?

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References

• Using a Multidisciplinary Approach to Conduct a
  Situational Analysis. USDA NRCS Social Science
  Institute. www.ssi.nrcs.usda.gov/publications PPC
  032
• Conducting Community Situational Analysis A
  field guide to dynamic Extension programming.
  Loretta Singletary, editor. University of Nevada
  Cooperative Extension. http//www.unce.unr.edu/pu
  blications/EBPubs/EB0402.pdf
• Situation Analysis. By Roger Rennekamp, Julie
  Zimmerman, and Martha Nall. University of
  Kentucky Cooperative Extension Service
• Leadership for Healthy Communities
  Characteristics of Healthy Communities.
  By David Darling and Gayla Randel. Cooperative
  Extension Service - Kansas State University
  Manhattan
• Conducting Your Own Survey by Salant and Dillman

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Next Session

• Community Development Process
• and Evaluation of the Series
• March 30, 2006
• 130 to 330 p.m.
• The ability to know how to organize and mobilize
  resources for action, as well as possible
  barriers, is necessary in developing programs
  that are meaningful and effective.