CR6: ABCD Model with CED

The ABCD model is a strategy used for development controlled and decided by the community. The Model takes a look at the needs and assets that a community has and works alongside them to find areas in which they would like to further develop. When taking a look at the assets and needs that a community feels they have, they take a look at both the financial and social aspects. The model utilizes the social assets that other models do not address. The model takes the talents and relationships that community members have and form ways to use them to benefit the community. The approach allows the community to lead the work, for the community knows the environment best, being best informed of the needs of the people and what their strengths are. As the text, From clients to citizens: Asset-based Community Development as a strategy for community-driven development, written by Alison Mathie and Gord Cunningham, shares “municipal agencies decided to ‘lead by stepping back’; communities shifted from being ‘consumers’ of services to ‘designers’ of community programmes, and, finally ‘producers’ of community”(476). Another model that is community-based is the Community Economic Development (CED) Model. This model as well works for the development of communities beyond the financial level. Its main principle is demonstrated by the equation: Land+Labor+Capital=Economic Development. This model as well encourages the community to voice their knowledge, creating the capability to work for the development of their community. This model is community-driven as well as the ABCD model. The CED model does have a large focus on community programs that would be beneficial to their state, but of course with the shared need by the community. Both models demonstrate the beneficial outcomes by discussing development with the focused community. Without open conversation with the community and assumed needs there can be unwanted feelings. For example, the development could focus on issues that are not relevant to the community members rather issues that are seen only by the outside development leaders.

When taking a look at my community partner The Sparh Center, there are a number of assets and needs, when looking financially and socially. In terms of social capital, their number one asset is community relationships and the presence they have made. The connections that the Sparh Center has made bring in their clients, from word of mouth as well as previous clients. With the large number of services that they provide has been useful for so many communities, their name has spread and has made a presence within Marin. Their mobile SUV allows them to set up across multiple locations around Marin county, allowing them to be seen and be easily accessible. Without the connections and name they have made for themselves, there would not be funding for their resources. On the other hand, there are some needs that they have discussed. A need they have been struggling with is outreach. After their main branch moved, community members believed that they had permanently closed down. It is now a need to work on outreach within the community to receive more clients, bumping up numbers to receive funding for more resources.