Sustainable community Sustainable community organisations: Identifying the organisations: Identifying the

components components

The Sustainability Self The Sustainability Self Assessment Tool.Assessment Tool.

A research project from the HCRG Fay Hadley and Jacqueline Hayden

Children FirstIan Achlin

Overview of the Project PURPOSE

What factors contribute to an effective community organisation

How community organisations can assess and enhance their resilience, sustainability and responsiveness in light of constant change.

FINDINGS

The study indicated that three broad categories of activity influence the effectiveness of community organisations.

These are:

#1 management practices,

#2 community responsiveness, and

#3 facilitation of social capital.

OUTCOME

The Sustainability Self-Assessment Tool.

Main Findings1. There is a need to research a

broadened definition of community.

• difficult to assess measures of community ‘support’ and other items related to levels of social capital.

• large number of families live outside the geographical ‘community’ in which they work, shop and make use of child care and other services.

• recommend research be under taken to investigate new, broadened concepts of community and how these affect quality of life for young children and their families.

2. Research involving historical and documentary reviews of organisations raises awareness about past goals, contributes to a sense of continuity and provides a foundation for assessing future directions.

• Examines and build upon past strengths.• Interviews with key players from the past and

review of historical documents.• Helped the organisation to envision the

continuity with its past and to reflect upon its directions for the future.

• Rated by participants as one of the most valuable outcomes of the study

3. During times of change and/or expansion, organisations need to undertake frequent audits of all staff members to ensure that communication and decision making processes remain effective.

• Expansion can lead to alienation.

• Staff may lose confidence in effecting decision making.

• Strategies to counteract that included 2-way communication, employee newsletter, internal professional development for staff.

4. Organisations need to identify ‘key players’ in their communities who can network and mobilise support from diverse sources.

• Community ownership and commitment strengthens sustainability.

• Outside threats can mobilize action and secure support.

• Key players who have strong community profiles and management board members who represent many sectors aided organisation resilience.

5. The facilitation of social capital needs to be included as a measure of quality for diverse types of children’s services.

• How different types of children’s services contribute to social capital.

• How to facilitate social capital through children’s services.

• In this study preschools scored highly, long day second highest and OOSH services lowest.

• Deemed to relate to opportunities for families to interact and network with staff.

6. Organisations can benefit from the use of The Sustainability Self-Assessment Framework.

• Need to develop and assess strategies which build organisational resilience.

• Action research projects in diverse agencies would be valuable to refine and qualify tool.

Management

Committee

AdministrationExecutive Director

Administrative OfficerAdministrative AssistantRegional

Steering Committee

ŌFamilies FirstÕ

Reference Group

DoCS Reference

Group

Access Children Support

(Sydney Metro West)

Balmoral Street

Preschool

Alpha Street Preschool

Plumpton Long Day

Care & Preschool

Learning Support

Programme

Mobile Supported Playgroups

Mobile Playvan

Early Literacy Project

Mobile Toy & Book Library

Plumpton Out of School

Hours

Plumpton Occasional

Care

ŌProposedÕ Children First

ChildrenÕs Centre & Community Hub

Representatives from the

community

Organisation Flow Chart

Early Learning Project

The Sustainability Self Assessment The Sustainability Self Assessment Tool.Tool.

Area #1: ManagementProfessional ConductLeadershipRelationship managementChange management

Area #2: Community Linkages

Area #3: Social CapitalManagement TeamStaff Team

Area #1 Management

Area 0not at all

1 slightly

2 sometimes

3 mostly

4 well

5 very well

Comments

Professional conduct

Is the management team united in their understanding of and commitment to organisation goals?

Is the management team trained in the duties that they are performing?

Is the management team supportive of ongoing professional support for the staff?

Does the management team work as a cohesive group (as opposed to working as individuals)?

Does the management team take into account community impact when making decisions about changes to the organisation?

Is the management team resourced to carry out its functions (and/or able to access resources when needed)?

Leadership (from both the board and key staff members)

Is there a process of continuous assessment and review of community needs (Is this evidence based)?

Is there a clear and articulated vision (shared with all members of board, organisation, staff and clients)?

Are there clear lines of fiscal accountability?

Is there transparency of management actions: -which includes established policies and procedures?

-where policies and procedures are known/ accessible to all parties?

-as staff roles and responsibilities are articulated and clear to all?

Are there effective communication processes in place between management and managers?

Is there is a consistent image of the organisation (through marketing and branding) both internally and externally?

Is the organisation dynamic – that is can it meet changing needs and circumstances quickly and efficiently?

Relationship management

Are there effective 2-way communication processes in place between management team and clients?

Are there effective 2- way communication processes in place between management team and service directors?

Are there effective 2 - way communication processes in place between management team and other service staff?

Change management

Are there vehicles for quick linkages to the management team and/or others who can make decisions re problems and issues?

Are there articulated and clear strategies for dealing with issues in a fast, effective and efficient manner?

Is the management team or other organisation representatives able to follow up on issues and to undertake ongoing evaluation?

Is there a system for documentation including ongoing records (eg statistical records, demographics, evaluations of the organisation)?

Area #2 Community LinkagesArea 0

not at all1 slightly

2 sometimes

3 mostly

4 well

5 very well

Comments

Are there effective 2-way communication processes in place between management team, community organisations and other external stakeholders?

Does the management team have vehicles for making links with key agencies and agents in the community?

Is the management team aware of (tuned into) social, economic and political issues affecting their service/community?

Are invited key players:-committed to the distinct mission of the organisation?

-able to distinguish the goals and undertakings of the organisation from other organisations?

-aware of the distinct needs of the community?

Do invited key players have relevant contacts (networks) within the community and beyond?

Are management, staff and others able and willing to enhance participation in the organisation through personal contacts and other means?

Are community players able to participate in the organsiation in diverse ways?

Area #3 Social capital

Area 0not at all

1 slightly

2 sometimes

3 mostly

4 well

5 very well

Comments

Management team

Do members of the management team feel part of the community?

Do members of the management feel part of the team?

Do members of the management team feel comfortable and supported enough to show initiative and/or to voice dissent?

Do members of the management team promote the organisation in the community?

Do members of the management team feel they are a valued within the organisation?

Does the management team feel included in the organisation’s decision making processes?

Staff team

Do members of staff feel part of the local geographic community in which they work?

Do members of staff team view their workmates as friends?

Do members of staff feel part of a team which extends beyond their setting?

Do members of staff feel free to display initiative in addressing relevant issues within their setting?

Do members of staff support and assist each other beyond specifications of their job description(s)?

Do members of staff feel valued by the organisation (appreciated and acknowledged)?

Do staff teams share resources and support across services/sections?

For further info and to access the For further info and to access the tools and reporttools and report

Healthy Childhood Research GroupHealthy Childhood Research Groupwww.healthychildhood.org

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Children First IncChildren First Incwww.childrenfirst.asn.au

Ian AlchinIan Alchined@childrenfirst.asn.au