Community Capacity Building: A Facilitated Workshop Facilitator'S Guide

COMMUNITY CAPACITY
BUILDING: A FACILITATED
WORKSHOP
FACILITATOR’S GUIDE
Labour Market Learning and Development Unit

Human Resources Development Canada
Labour Market Learning and Development Unit–27 December 2000

COMMUNITY CAPACITY BUILDING WORKSHOP
ACKNOWLEDGEMENTS
Ken King, Consultant with the Labour Market Learning and Development Unit,
would like to thank the following people who contributed to the writing of this
facilitator’s guide:
 Brenda Varney and Cathy Hennessey from the Ontario Region who provided
the basis on which this Guide was developed
 Luna Bengio, Chief of the Labour Market Learning and Development Unit,
who provided comments, suggestions and support
 those who developed The Community Capacity Building Toolkit (Larry

Kennedy et al), especially Lois Williams who was able to suggest
improvements to the first draft based on her experience in introducing The
Community Capacity Building Toolkit to staff in the New Brunswick Region
 André Bordeleau from Social Development at NHQ who provided both

suggestions as to content and how to relate this to both the Toolkit and the
Manager’s Kit
 Anne Smith and Flo Frank who, as writers of the The Community
Development Facilitator’s Guide produced by this Unit, provided the “Tips for
Facilitation” and developed the exercise on attitudes, knowledge and skills
suggested for use in this workshop
 and, finally, Susan Kennedy from the Ontario Region who provided content
ideas, suggested additional information which would be useful to facilitators
and helped improve the facilitation process.

TABLE OF CONTENTS
Introduction 1
Information for Facilitators 3

Workshop objectives 3
Audience 3
Pre-workshop preparation 4
Post-workshop reading 5
Material required by the facilitator 5
Notes about some individual exercises 6
Timing 8
Facilitation tips 10
Exercises
Exercise #1 – Introduction 12
Exercise #2 – What CCB Is and Is Not 17
Exercise #3 – Past and Present Experience 21
Exercise #4 – Advantages and Challenges of CCB 23
Exercise #5 – Roles 26
Exercise #6 – Internal versus External Capacity Building 28
Exercise #7 – Implementing CCB 30
Exercise #8 – Building Capacity in Your Community 33
Exercise #9 – Attitudes, Knowledge and Skills 36
Exercise #10 – Tools and Supports 38
Exercise #11 – Other Issues 39
Exercise #12 – Where do we go from here? 40
Exercise #13 – Conclusion 43
Handouts
Action Plan
Exercise #7 – Implementing CCB
Exercise #8 – Building Capacity in Your Community
Workshop Evaluation

INTRODUCTION
This Facilitator’s Guide is intended to assist you in delivering a session on

community capacity building to HRDC staff.
The guide consists of three large sections:
1 Information for Facilitators
This section provides notes to you from the workshop developer and
others which will, hopefully, guide you through the package and assist you
in delivering an effective workshop.
2 Exercises
The term “exercises” has been used somewhat loosely as a way to

organize the content of a workshop. Each exercise provides a suggested
timing, the objective(s) of the exercise, possible process and links to the
CCB Toolkit and the CCB Information Kit where appropriate.
In the “suggested process” sections, notes to you as the facilitator have

been written in standard type while possible speaking notes have been
italicized, indented and done in a slightly larger font size.
3 Appendices
This section includes various tools to assist you in delivering the material.
Revisions to Facilitator’s Guide
Learning is ongoing, and this publication is designed to incorporate new learning

and experience. This guide was prepared to allow for revisions based on your
feedback. The document’s home base on the Intranet will be within the
curriculum section of the Labour Market Learning and Development Unit’s web
site (http://intracom.hq-ac.prv/hrib-dirh/lmld/common/438.shtml), which has an
“amendment notification” built into it.
abour Market Learning and Development Unit—27 December 2000

For this reason, you are asked to contact HRDC (at the address listed below)
and provide answers to the following questions:
 What worked for you?

 What didn’t work?
 What was useful in this Facilitator’s Guide?
 What was missing?
Mail your comments and suggestions to:
Labour Market Learning and Development Unit

Attn: CCB Facilitator’s Guide
Human Resources Development Canada
5th Floor, 140 Promenade du Portage
Hull, Québec K1A 0J9
Fax: (819) 997-5163
Internet: learning-apprentissage.lmld-apmt@hrdc-drhc.gc.ca
Intranet: lmld.gd@hrib.lm.io@nhq

INFORMATION FOR FACILITATORS
Workshop objectives
The objectives of this workshop are to:
 ensure participants understand the meaning of “community capacity building”

 allow participants to explore the range of roles possible for them and their
office
 give participants an opportunity to determine how the programs and services
available through HRDC can be used to assist in the community development
process
 allow participants an opportunity to explore some of the issues involved in
community capacity building
 identify the skills required to effectively build upon the capacity participants
presently possess and how they may acquire other skills;
 explain how the Community Capacity Building Toolkit can be used to assist
participants in their work; and
 complete an action plan to both continue the learning and apply the learning
back on the job.
The facilitator may wish to add, delete or amend these objectives depending
upon individual circumstances.
Audience
The audience for this workshop is all HRDC staff involved with working with
community partners. As one of the messages of this package is that HRDC
offices need to build their own capacity in order to most effectively assist their
communities, and one way to do this is to build strong internal partnerships and
to strengthen internal communication, it would be advantageous to have
participants from various areas within the Department attend the same session.

Pre-workshop preparation
You may wish to have participants complete a pre-workshop questionnaire.

Some of the questions you might want to ask are:
 Have you seen the CCB Toolkit?

 Have you read anything about CCB?
 To what extent do you feel you are currently doing your work along the lines
of the community capacity building philosophy?
 What do you see as the goals of working with communities to build their
capacities?
 How will CCB affect you in the work that you do?
You may also want to talk to senior staff of your participants to find out their
support for the concept and what they would like to see their staff gain from
attendance at the workshop.
All participants should have read the HRDC Vision. If they do not have a copy of
this (and it should have been distributed to all employees), it may be found on the
Intranet at http://intracom.hq-ac.prv:82/dept/mission/english.shtml, with the
French found at http://intracom.hq-ac-prv:82/dept/mission/francais.shtml.
As well, participants should be sent some of the material from the Toolkit as pre-
workshop reading so they have a general idea of community capacity building. At
a minimum they should be sent the Table of Contents to the Toolkit so that they
know what is included in this key support. All of the material related to community
capacity building is available through Intranet at: http://intracom.hq-ac.prv/rcc-
ccb.
As this facilitator guide is available electronically, it will be up to the facilitator to

determine whether you want to produce some of the content of this guide on flip
charts, as handouts or as an electronic (PowerpointTM) presentation.

Post-workshop reading
You may wish to consider providing participants with excerpts from the CCB
Toolkit, or with other material, for post-workshop reading and reference. Some
suggested material from the Toolkit would be:
 Discussion paper on CCB

 Information on the national website
 Self-assessment questionnaire on skills
The above, plus additional material from the Toolkit, is mentioned throughout this
facilitator’s guide as appropriate. What you provide to the participants and,
indeed, what you reference in the Toolkit, will depend upon the needs of your
participants and priorities in your region and/or the local office(s).
Material required by the facilitator
You should have copies of the following material on hand for both your own
reference and to show to participants:
 The Community Capacity Building Toolkit

 The Community Capacity Building Information Kit (every manager received a
copy of this and you should see about borrowing a copy, if you don’t have one
of your own, for your session)
 The Community Development Handbook
 any other material mentioned
All of the community capacity building material is located at http://intracom.hq-

ac.prv/rcc-ccb. The Community Development Handbook is available from the
Labour Market Learning and Development Unit at NHQ or at http://intracom.hq-
ac.prv/hrib-dirh/lmld/common/436.shtml.

Notes about some individual exercises
Exercise #1 – Introduction
 If you wish to use an icebreaker, it should permit participants to use some of

the skills needed in capacity building.
 You should have the workshop objectives and the agenda as either handouts
or posters (or both).
 You will also need a copy of the Action Plan for each participant.
The purpose of part of this exercise is to give the participants an understanding

of the background to this initiative, connecting to other initiatives and particularly
the HRDC Vision.
The easiest way to do this is to simply provide the information in the form of a
BRIEF lecture. You may, however, wish to take this opportunity to have a
manager talk to participants about the emphasis being given to CCB in your
region. If you follow this second route, you will require additional time.
You may find that you need to discuss, at least briefly, the Department’s mission
and strategic directions.
Exercise #2 – What CCB Is and Is Not
There really is no one, correct definition of “community capacity building”. As long

as participants understand the essential nature of the term, you should work with
what you are given, rather than trying to massage the group responses to fit
anything contained in the CCB Toolkit or other documentation.
Exercise #3 – Past and Present Experience
This is a critical exercise but one which is likely to require considerable time
management on your part. Once participants realize that they have been
involved with community capacity building in the past, they will want to talk about
these experiences.
It is likely that many of the advantages and challenges of such activity will be
raised during this exercise. If possible, rather than spending a lot of time
discussing these at this point, you should be keeping lists of “advantages” and
“challenges” as they arise. These lists can serve as the basis for work in Exercise
#4. 6

If possible, inviting someone from outside of HRDC, or someone from an HRCC

with extensive CCB experience, would provide an element of “concreteness” to
the session. Again, time management will be an issue.
Exercise #7 – Implementing CCB
Three case studies have been included in this Guide. Although you may wish to
use these, it is strongly recommended that you develop cases directly applicable
to your participants, following the format of the ones provided. If you do develop
your own case studies, and they prove successful, please send them to the
Labour Market Learning and Development Unit (see addresses above), who will
incorporate them into electronic version of this Facilitator’s Guide for other
facilitators to see and use if appropriate.
While some possible responses to the second and third questions have been
provided, the real answers lie with the participants and their view of both the
situation and CCB as it plays out in their regions and offices.
Exercise #8 – Building Capacity in Your Community
This exercise is important in that it provides an opportunity for participants to

apply much of what they have learned in a relatively “real” setting.
There is a relatively broad range of scenarios available from which facilitators

could chose those most appropriate for their participants. You may, however,
want to develop other scenarios more appropriate to your participants.
You will see, however, that the scenarios are not very detailed. One of the
objectives of this exercise is to get participants thinking, in depth, about the
communities in which they work, assessing its strengths and weaknesses, the
threats they face and the opportunities they possess.
Exercise #9 – Attitudes, Knowledge and Skills
It is recommended that you review Section IV of The Community Development

Handbook, “Attitudes, Skills and Knowledge” so that you are able to explain
these terms should participants ask.
You may wish to use, as is suggested, a self-assessment test during this

exercise. There are a couple of these included in The Community Capacity
Building Toolkit and the one included in The Community Development
Facilitator’s Guide could be easily adapted for use in this workshop as well.
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Exercise #12 – Where do we go from here?
You may wish to invite someone from Communications, or someone with

experience in publicizing capacity building issues, to speak to the group.
Exercise #13 – Conclusion
A very simple evaluation form is included in the Appendix. You may, however,
wish to use one of your own or one in standard use in your region.
Timing
There is enough material included in this guide, and likely enough interest from
participants, to support a two-day workshop. Much, however, will depend upon
the time available, the needs of the participants and the importance being placed
on community capacity building in the region and/or local offices. You will have to
take a hard look at the material in this guide and determine what will be used in
the time at your disposal.
Possible One-Day Agenda
8:30 – 9:05 Exercise #1 – Introduction

9:05 – 9:45 Exercise #2 – What CCB Is and Is Not
9:45 – 10:10 Exercise #3 – Past and Present Experience
10:10 – 10:25 Break
10:25 – 10:50 Exercise #4 – Advantages and Challenges of CCB
10:50 – 11:05 Exercise #5 – Roles
11:05 – 11:25 Exercise #6 – Internal versus External Capacity Building
11:25 – 12:00 Exercise #7 – Implementing CCB
12:00 – 13:00 Lunch
13:00 – 14:20 Exercise #8 – Building Capacity in Your Community

14:20 – 14:50 Exercise #9 – Attitudes, Knowledge and Skills
14:50 – 15:05 Break
15:05 – 15:20 Exercise #10 – Tools and Supports
15:20 – 15:30 Exercise #11 – Other Issues
15:30 – 16:00 Exercise #12 – Where do we go from here?
16:00 – 16:30 Exercise #13 – Conclusion

Possible Two-Day Agenda
DAY ONE
8:30 – 9:05 Exercise #1 – Introduction

9:05 – 9:50 Exercise #2 – What CCB Is and Is Not
9:50 – 10:10 Break
10:10 – 10:50 Exercise #3 – Past and Present Experience
10:50 – 11:30 Exercise #4 – Advantages and Challenges of CCB
11:30 – 12:00 Exercise #5 – Roles
12:00 – 13:00 Lunch
13:00 – 13:30 Exercise #6 – Internal versus External Capacity Building

13:30 – 14:30 Exercise #7 – Implementing CCB
14:30 – 14:50 Break
14:50 – 16:20 Exercise #8 – Building Capacity in Your Community
16:20 – 16:30 Wrap-up of Day One
DAY TWO
8:30 – 8:45 Review of Day One

8:45 – 9:30 Exercise #8 (continued)
9:30 – 10:30 Exercise #9 – Attitudes, Knowledge and Skills
10:30 – 10:50 Break
10:50 – 11:20 Exercise #10 – Tools and Supports
11:20 – 12:00 Exercise #11 – Other Issues
12:00 – 13:00 Lunch
13:00 – 13:45 Exercise #12 – Where do we go from here?

13:45 – 14:15 Exercise #13 – Conclusion
You should note that the above agendas were drafted to include every piece in
this guide. In fact, you will have to adjust the agenda to meet the specific needs
of your participants.

Facilitation tips
The following tips are offered to support you in your role of facilitator.
 Be flexible. Plan your process in advance, but be ready to change or adapt it

to meet the needs of the group.
 Don’t make the process too complex. You do not want the process to get in
the way of learning and discussion. The larger the group, the simpler the
process should be and the tools used.
 Don’t try to cram too much activity into the time you have. Allow time for
meaningful discussion. Often, the sharing of ideas and discussion has the
most value for participants.
 Gain as much understanding as possible about the group and their objectives
in advance of the session (numbers, work done to date, issues and
concerns).
 There is a balance to strike between giving people time to express

themselves and keeping the process on track.
 Think through the issues or problems that may arise in the facilitated session
and know how you will respond.
 Ensure that all participants have a common understanding of the purpose and
intended results of the session.
 An introductory exercise is always advisable as it breaks the ice and allows

you to develop rapport with the group.
 Effective group facilitation requires trust. Trust is developed when you are
genuine in your interest and desire to make the facilitated session beneficial
for participants.
 Humour is important. It is a non-threatening way for participants in a group to

see issues or acknowledge problems.
 Remember that your job is to keep the process on track, and not to dominate
discussion or make decisions for the group.
10

 Ask questions. As a neutral party, you can help a group think through issues
by simply asking questions.
 You must trust that the group will take responsibility for its own learning and
problem solving. Your role is to provide a structure or support for doing this.
 The key skills for facilitation are listening, synthesizing discussion and
identifying ways to move the discussion or learning forward.
 If conflict is occurring and/or discussion is getting bogged down or

unproductive, acknowledge it, take a time out, then resolve it.
 Ask for evaluative feedback. Learn from your experience.
11

EXERCISE #1 – INTRODUCTION
Estimated Timing: 35 minutes, unless you have a speaker in which case

additional time will be required
Objective:
To introduce yourself and have the participants introduce themselves. To ensure

participants understand the overall objective of the workshop.
Suggested Process:
Welcome participants to the workshop on community capacity building.
Introduce yourself and have the participants introduce themselves.
There are a couple of ways you can have participants introduce themselves, in
addition to providing just their name and position (and office if more than one
office is represented):
 Have participants explain what the term “community capacity building” means
to them. These “definitions” should be noted on a flip chart for future
reference.
 Have participants describe the activities undertaken by themselves and/or by

their office which they believe helped build community capacity. Again, these
activities should be noted on a flip chart for future reference.
Note that both of the above options are covered under subsequent exercises so,
if you select one of them as part of the introductions, you will have to make an
adjustment later.
12

Once the introductions are complete, possible speaking notes:
CCB is an often-talked about topic these days with reaction

ranging from “what exactly is it” to “but we’ve always done that”.
It is true that our department has been involved in elements of

CCB for many years:
 getting to know our community better;

 reaching out and letting the community know what we can
do;
 working with community groups to provide a more relevant
service; and
 working with them to meet a variety of their needs and the
needs of their communities.
And some of our past programs, particularly Community

Futures and its predecessors, were directly involved in
community development. So there is a history of us working
with our communities to build capacity around whatever
business line with which we may have been involved. There
may, however, be some new twists in how we define
community capacity building as it was introduced as a pillar of
HRDC’s vision.
Before we start really looking at what is meant by community

capacity building and how we can help build capacity, let’s just
spend a few minutes looking at how CCB became recognized
as being an important function for HRDC.
The vision statement was created in 1998 after much

consultation with people throughout HRDC. One of the
cornerstones of the vision statement was community capacity
building.
13

CCB was introduced through a national steering group which

had representation from all regions and from all operational
groups. That group developed a lot of the early information
pieces around CCB and set an action plan for national
implementation. Several meetings were held around the
country to explore definitions of CCB and to discuss how well-
positioned HRDC was to move ahead in this area.
That national group then formed a National Community

Capacity Building Leadership Team, again with representation
from through the organization. This team served as liaison
across business lines at the national level, across regions and
between the field, regional and national levels.
This leads us to the objectives of this workshop.
14

Workshop Objectives
At the end of this workshop, participants should be able to:
 describe community capacity building;

 explain the range of roles they and their office, and indeed the Department as
a whole, can play in community capacity building;
 explain how the programs and services available to them can be used to
assist in the community capacity building process;
 identify the skills required to effectively build upon the capacity they presently
possess and how they may acquire others;
 explain how the Community Capacity Building Toolkit can be used to assist
them in their work; and
 complete an action plan to both continue the learning and apply the learning
back on the job.
Workshop Agenda
Review the agenda for the workshop.
Participant Expectations
Ask participants for their own expectations for this workshop. Write these on a flip
chart for future reference. If you know that some of these can not be met in this
workshop, explain this before proceeding.
15

Housekeeping
Review housekeeping issues such as:
 times for breaks

 information on in-house coffee, etc.
 plans for lunch
 smoking regulations
 phone messages and phone available to be used by participants
 location of washrooms
 emergency procedures
 coding and procedures for travel claims and exception reporting (if applicable)
Action Plan
Take a couple of minutes to review the action plan form. This workshop can only
do so much in terms of advancing the participants’ learning in the area of
community capacity building. They will have to do more work on their own, or in
conjunction with their co-workers, both in terms of applying what they learn back
on the job and undertaking further study.
There are six questions on this form:
 What did I learn that I will use back at work?

 About what would I like to learn more?
 What skills will I work on when I get back to my office?
 What working tools (i.e. checklists, job aids, etc.) do I need in place to do
these things?
 What can I do myself?
 For what do I need the support of others (i.e. supervisor, manager, peers)?
What form should this support take (i.e. coaching, mentoring, further
training)?
Throughout the workshop, participants should complete this form as issues come
up and as things occur to them so the issues are not forgotten. Once back in
their office, this should serve as a reminder to the participants of what they
learned and what they still need to do.
Ask if they have any questions about use of this form.
16

EXERCISE #2 - WHAT CCB IS AND IS NOT
Estimated Timing: 45 minutes
Objective:
Objective of this exercise is to ensure that participants understand the meaning

of “community capacity building”, both what it is and what it is not.
Suggested Process:
Divide participants into small groups. Write on a flip chart: What is “community
capacity building”?
Option 1
Deconstruct the phrase “community capacity building”
Ask participants to separately define the terms “community” and “capacity

building”. What does each term mean to them? What do you think of when you
hear these terms?
Option 2
Ask the participants to define the entire term “community capacity building”. What
does it mean to them? What do you think of when you hear this phrase?
For both options, give the groups 10 minutes to come up with their definitions.
Each group should have a short (one- to two-sentence) definition.
Have groups report back, presenting their definitions.
In debriefing, use the definitions from the CCB Toolkit and from The Community
Development Handbook, ensuring that both geographic and “of interest”
communities are included.
Ask these questions:
 Can HRDC be viewed as a “community of interest”?
 To what might “capacity” refer? If looking at an organization, like HRDC? If

looking at a community?
17

Spend some time talking about what community capacity building is and, to some
extent, what it is not.
Based on the participants’ introductions, it’s safe to say that, in general, the
concept of building community capacity is not entirely foreign to anyone who has
worked for any time within HRDC. Nevertheless, there is a view that the concept
of community capacity building within HRDC, as a pillar of the vision, has
become something different from what it was before.
Show the following two quotes on a flip chart and/or distribute as a handout:
“Community Capacity Building is a way of doing business...an

avenue for expressing HRDC’s business lines and using HRDC’s
instruments (programs, services, knowledge) in an integrated and
complementary way.”
“Community Capacity Building is a concept and approach which is

legitimate and value-adding in a community…to be a part of that
community and to contribute to solving its problems and responding
to its opportunities. This is no longer an employability mandate
alone. It is a social responsibility.”
In light of these two statements, which describe CCB as a pillar of the vision, ask
whether anything stands out in terms of how we may have viewed or approached
community capacity building in the past versus CCB in the current context?
Possible responses:
 CCB is not a program.

 Funding may be a component but it is not a prerequisite or a starting point.
 HRDC is not at the centre of CCB, the community is.
 Shift from employability to the broader social mandate.
Focus for a few minutes on what community capacity is not:
Display flip chart
CCB is not
 a stand-alone activity
 a program/fund/service
 a job description
 “administered”
18
Display flip chart

Rather…
CCB is
 a way of thinking and working

 a philosophy
 a guiding value
 a business strategy
CCB is really about building partnerships, helping communities to help

themselves (certainly a familiar concept to anyone involved in client-centred
employment assistance), and integrating social, economic and human
development. It is about developing the capacity of communities to respond to
their own challenges and opportunities.
For many, this concept goes beyond their present perspective. With respect to
communities, it is a more holistic approach, and with respect to HRDC, it cuts
across all functions and business lines. Not only are we asked to take a more
integrated, true partnering role externally; equally important is internal capacity
building, working across functions and partnering where possible with our
counterparts throughout the Department, as well as with other government
departments and levels. There is congruence, then, between what we do
externally and how we behave internally.
In fact, community in the context of CCB means both geographical areas and
communities of interest such as youth, Labour Market Information practitioners,
seniors, etc.
One way to think about whether an activity involves building a community’s

capacity is to hold it up against some CCB principles. Some principles have been
defined as follows (show flip chart and/or distribute handouts):
1 working in partnership
2 striving to look at communities as a whole
3 complementing existing community-based programs and
services
4 supporting community involvement and initiatives
5 recognizing linkages throughout communities
6 facilitating among community players, potential partners, etc.
7 supporting community decision making
19

If, when we look at our activities, we can say “yes” to at least some of these
characteristics, chances are that we are engaged in community capacity building.
This can apply whether there is funding involved or not.
So the new CCB has less to do with funding as a primary tool in capacity
building, applies to a broader social mandate, and involves partnerships (internal
or external).
References to the CCB Toolkit:
 The booklet “CCB – Guidebook for Managers and Staff in Support of the
Vision”, which is included in the Information Kit, is a very good introduction to
the subject.
 “Links to the Vision” provides an explanation of the HRDC Vision and shows
where and how community capacity building fits within the Vision.
 “The Concept and Philosophy of CCB” provides some background

information on CCB.
 “So you want a definition of Community Capacity Building” does not, in fact,
provide one but talks about a range of definitions.
 “Principles of Other CCB Organizations” looks at community development

and community leadership, two very related concepts.
 “HRDC’s Principles of Community Capacity Building” looks at principles while

“Community Capacity Building…What is it and what compels us to its
approach?” examines this further.
 “CCB Snapshot” provides a quick overview of CCB which you might want to
use as a reference sheet.
 “Launching the CCB Approach” talks about how we can operationalize CCB
within our everyday activities and some of the things we need to keep in
mind. Very much related to this is the “HRDC Vision Test” which is a checklist
to be used to ensure that what we are doing does, indeed, help build
capacity.
 “Guidelines for Implementing CCB”
 “Operational Indicators of CCB” looks at some of the ways in which we can

measure whether or not capacity has been built. 20

EXERCISE #3 – PAST AND PRESENT EXPERIENCE
Estimated Timing: 20 to 40 minutes for Component One with each person given
at least 5 minutes to talk about their own experience; 30 to 40 minutes for
Component Two
Objective:
To allow participants to recognize that they have been involved with capacity
building in the past, so that they understand that this is not something new that
should frighten them.
Suggested Process:
There can be two components to this exercise: Component One involves only the
participants, whereas Component Two would involve people from the community.
Component One
Small group or plenary discussion. Before beginning the discussion, distribute a

handout with the following questions and give participants some time for
individual reflection.
 Can you think of things you or your office have done in the past to build
community capacity?
 Who initiated the work?
 What role did you play? If relevant, what HRDC programs and/or services
were used and how were they used?
 Who else was involved, if anyone? What role did they play?
 Was it successful?
 Were there challenges faced and, if so, how did you overcome these?
21

Component Two
Invite an external partner (or partners), or a representative from a local HRCC, to

share their personal experiences with CCB. They should be prepared to give a
SHORT presentation, followed by questions and answers.
 “What CCB Could Look Like” provides some examples of community capacity
building in action
 “CCB in Action”, included in the CCB Information Kit, details ten examples
“from the front line”
22

EXERCISE #4 – ADVANTAGES AND CHALLENGES OF CCB
Objective:
To give participants an opportunity to explore some of the advantages and the

challenges associated with CCB.
Suggested Process:
Now that participants know what community capacity building is and is not, have
a bit of the background to this initiative, and have had an opportunity to share
experiences, it’s important to look at the advantages and some of the challenges
of CCB.
The questions to be answered are:
Advantages of Building Capacity
 What are the advantages of building capacity? To the community? To the

organization? To HRDC if building the capacity of the community?
 How can you build upon the advantages, promoting these to further the cause
of capacity building?
Challenges of Building Capacity?
 What might be some of the challenges of community capacity building?
 How might these be overcome or alleviated?
There are several ways in which this exercise can be processed.
1 It can be handled in plenary session.
2 Small groups can be formed. Groups could answer all of the questions
relating to both advantages and challenges, or one group could look at
advantages while another looked at challenges.
23

3 Two groups could be formed. One group would try to list as many
advantages as possible, while the other tried to list as many challenges.
Answers would be written on flip charts. After 10 minutes, groups would
move to review the responses of the other group. Each group would try to
add to the list or question (by using a question mark) some of the
responses provided. There would then be general discussion to come to a
consensus.
4 Groups could come up with lists of the advantages and challenges, with
another group then trying to think of ways the advantages could be
promoted and the challenges overcome.
5 You could just come up with the lists of advantages and challenges, and
come back to these lists at the end of the entire workshop and, based on
all that has been learned, discuss how these could be fostered or
overcome/alleviated.
6 You could do this entire exercise but still return to the lists at the end of
the workshop to see if additional responses could be added.
This needs to be fairly in-depth, forcing participants to think through the issues
involved and to investigate thoroughly the many ways in which these could be
overcome or, if that is not possible, at least alleviated. These challenges can be
both internal (internal capacity to undertake more responsibilities, budget issues)
and external.
Some possible challenges:
 There is the issue of finding a way to compensate staff for time staff that will
likely have to be spent working outside of normal work hours, as much work is
done at community meetings in the evenings. Few local offices have money
to pay for overtime and, with very heavy work loads, giving people time off is
often difficult.
 HRDC is not the only federal department (let alone provincial or territorial)
with community capacity building within its mandate. We are but one player.
The vision of HRDC may conflict with that of others. We need to be aware
that everyone is overloading the community by “hitting” on the same people in
the community with the same or similar messages. How does our role fit with
that of others?
24

 HRDC will be giving time, advice and support to communities, rather than
financial resources. Is this a problem, or might this be viewed as a problem?
Why or why not?
 “15 Reasons Why We Benefit from a CCB Approach” is a good wrap-up of

the reasons for us becoming more openly involved in CCB.
25

EXERCISE #5 – ROLES
Objective:
To look at the range of roles than can be played in capacity building. To examine
how roles of individuals and of offices may have changed or may be changing.
Suggested Process:
Ask participants what role they might play in community capacity building?
You should review the broad range of possible roles.
Part of community capacity involves looking at how our roles and our thinking
within HRDC may have changed. The changes in roles and thinking have been
described in this way (show on flip chart and/or handout):
Fixer to enabler
Decision-maker to networker
Controller to facilitator
Rules-based to judgement-based
Ownership to shared responsibility
Funder to catalyst
Ask what each of these mean to the participants? It is important to stress that
each of these roles, in and of themselves, have both positive and negative sides.
Participants need to recognize this and understand that we are not moving from
“bad” to “good”.
Ask whether there are any thoughts on this? Would participants agree with this
perceived shift? Is this really a shift or merely a change in perception?
Possible speaking notes:
Obviously, the exact role we play will depend on the particular community we are
working with, its sophistication and needs around community capacity building
and the role we are asked to play. We do not own CCB – rather we participate in
it and contribute to it.
26

We have said that HRDC staff have an affinity for the overall concept of
community capacity building, and can often readily see themselves in its
application; however, the broader context of CCB within the vision poses some
challenges and does require an ongoing shift in focus.
For example, we are accustomed to using funding as a primary tool in capacity

building, whether in labour market adjustment or economic and social
development. In a post-LMDA environment, this may not be as much of an
option. Secondly, the application of CCB to a broader human, social, as well as
economic development agenda (e.g. literacy, children’s agenda, assisting those
in transition) in many ways “blurs” the lines for us in terms of our overall
mandate. A critical question to ask may be “What should be our role in CCB in
terms of this new, more holistic approach and broader social mandate?”
Ask the following questions:
 Is this really new?
 Is this something new for your office? (NOTE: It must be recognized that
different offices have different levels of involvement with capacity building
now.)
 Do different staff within an office or within HRDC (directors, managers, team

leaders, those involved with strategic policy, consultants/field officers, others)
have different roles to play? What might these be? What are the differences,
and why are there differences?
 What role(s) might others play in community capacity building? The

community? Other government departments (federal, provincial/territorial,
municipal)?
 “Transforming Roles and Thinking Differently” looks at the various roles we

can play in community capacity building.
27

EXERCISE #6 – INTERNAL VERSUS EXTERNAL CAPACITY BUILDING
Objective:
The objective of this section is to ensure that participants recognize that the
building of capacity within HRDC is key to ensuring that the organization as a
whole, and each individual, is able to assist external community to the greatest
extent possible.
Suggested Process:
You should have looked at and considered both internal and external capacity
building in discussion up to now. Normally, when one talks or thinks about
capacity building, one thinks about building capacity in the community (the pillar
is, after all, titled community capacity building). While we as a department are
obviously concerned with helping develop the capacity of the communities with
which we work, we must be aware that our internal capacity should also be
developed.
Before looking at the building of a community’s capacity, we should look at our

own capacity. Why would we want to do this? To what end?
Possible responses:
 get our own house in order

 to help others as well as we can
 “walk the talk”, “pot calling kettle black” and other clichés, all true
With whom do you need to work in your office? What ties are not there that need
to be developed? Are there ties which need to be strengthened?
What the strengths of each office?
Are there barriers which need to be overcome?
28

How do you go about developing your internal capacity?
Some responses:
 make contacts
 know what everyone in the office is doing, especially with respect to working
with communities
 ensure good communication exists
 develop a strong knowledge base
 identify strengths and determine how to build upon these
 identify weaknesses and determine how to alleviate or overcome these
 determine how to maintain and expand your capacity
 work on improving skills
 ensure all staff have access to tools and supports
Each office is different so the answers will differ too.
Suggest to participants that, after this exercise, they may want to look very
carefully at their action plans.
29

EXERCISE #7 – IMPLEMENTING CCB
Objective:
The objective of this exercise is to examine some of the strengths and

weaknesses in implementing CCB by examining specific case studies.
Suggested Process:
Explain that, to examine how CCB might be implemented, participants will be

presented with one or more case study. The situations involve the development
of capacity both internal to HRDC and in the community.
Divide participants into small groups. Distribute case studies and instruction
sheet.
For each case study discuss (show on flip chart and distribute handout):
What is the “community”?
How does the case study fit with the description of CCB just
discussed?
What are its strengths as an example of CCB?
What are its weaknesses as an example of CCB?
What improvements would you suggest to help build the

community’s capacity?
Participants should be given 20 minutes to work on this in small groups. The

groups should choose a member to present the responses in plenary session.
Some answers to the second and third questions are provided on the next couple
of pages.
30

EXERCISE #7 – SUGGESTED RESPONSES
Scenario A – Team Leaders Forum
Strengths:
 intent of forum was to build capacity through networking, information sharing

and relevant workshops
 participants were asked for input on subject matter
 agenda based on input
 enhanced community through increased networking and information
exchange opportunities
Weaknesses:
 idea developed by region with no community input

 initial plan for design of forum developed by region with no input from actual
community
 no direct link to learning and development plans of community members
 no consultation or input from community on who should attend
Scenario B – Homelessness
Strengths:
 done in partnership
 good representation from community members
 shared interest and mandate of the organizations involved
 information sharing to enhance community knowledge and methods of
working together
 mutual commitment to work together further
 future plans to maintain community and work together strategically
Weaknesses:
 Were all organizations that should be included covered in invitation list?

 What will be future roles of participants and means of sustaining initiative?
31

Scenario C – Common Assessment
Strengths:
 done in partnership
 intended to avoid duplication of effort within community
 representation of a cross-section of agencies on planning committee
 shared information and mandates--identified community gap to address
 building on experience of similar community--consultative process
 all agencies in community invited to training
 follow-up process set in place
Weaknesses:
 not all agencies were part of planning or information gathering process

 adapted existing process without consultation with community and analysis of
their needs
 Was there buy-in from all community partners and all levels of staff?
32

EXERCISE #8 – BUILDING CAPACITY IN YOUR COMMUNITY
Estimated timing: minimum of 90 minutes
Objective:
This exercise will allow participants to think through a possible CCB process and
how HRDC might be able to assist.
Suggested Process:
The facilitator may wish to flesh out these scenarios to make them more
appropriate for her or his participants or, even better, participants can be asked
to flesh them out.
Participants could be asked to come up with their own case studies, based on
real-life situations (such as working with voluntary organizations, unions,
industrial sectors) with which they would like help or advice. The participant
would have to supply a brief overview of the situation, with the other participants
asking questions in order to flesh it out.
Review as many as are relevant to the participants and as time allows. It is

recommended that, in most situations, participants work on at least three
scenarios: one of a geographical community, one of a community of interest, and
one about an internal situation.
This exercise will work best in groups of at least 6 participants to generate

energy and ideas.
The facilitator needs to decide:
 which is the most appropriate scenario(s) for her or his participants

 whether groups should review the same scenarios or different ones and, if the
latter, how the groups and scenarios will be matched
 whether debriefing will take place in plenary or, say, Group A reviewing the
responses of Group B and Group B reviewing those of Group A.
The assumption is that the participants are working with the type of community
described and must determine how they can assist in the development of this
community’s capacity.
33

For each scenario, the following questions are to be answered:
1. Who are you? Are you members of an HRCC? Are you members of one
operations unit, or more than one? Are you a community partnership facing
this situation?
2. What has generated your involvement with this situation?
3. What questions or issues do you need to address before you can commence
community capacity building in this situation?
4. Related to the previous question, and based on your own experience working
with similar communities, what additional details might be available to you,
before you go into this community to assist?
Past history
Existence of other organizations
Demographic information about the residents
Ensure everyone in the group agrees with the new, fleshed-out scenario. This
should take no more than 15 minutes. The objective here is to get people
thinking about their communities in detail.
5. What additional information might you or the community want to have or need
to have before beginning to develop the capacity of the community?
Demographic information
Economic indicators (market trends)
Main industries, housing, educational institutions, recreational facilities, etc.
This should take no more than 15 minutes. This obviously relates to

community assessment. In debriefing, reference should be made to some of
the tools included in the Toolkit (provide list).
6. Assuming that you have all of the additional information you required, what
really needs to be done? In what areas might the capacity of this particular
community need development?
What a community might say they need and what they actually need may be
different. The needs may not have been clearly expressed. It is vital that one
knows exactly what one is doing before getting started so that time and effort
(and perhaps money) are not wasted.
34

7. What steps can be taken to develop the capacity of this community?
These should not only be listed but priorized.
8. Who should be involved in this process? What should each party bring to the
process? What role should each play?
This needs to include the broadest possible scope but recognizing that
different parties will play different roles. Participants should pay particular
attention to how HRDC’s programs and services can assist in the process.
9. What role can you, your office or HRDC play in this process?
35

EXERCISE #9 – ATTITUDES, KNOWLEDGE AND SKILLS
Estimated timing: 35 minutes for Option One and 60 minutes for Options One
and Two combined
Objective:
To develop an understanding of the attitudes, knowledge and skills required to

undertake community development and to explore strategies for strengthening
and/or developing them.
Suggested Process:
This exercise has two options. If time is limited, it is suggested that only Option
One be undertaken.
Component One
Provide a brief overview that defines the terms “attitude”, “knowledge” and
“skills”. In the group as a whole, brainstorm the following:
 the attitudes needed for effective community capacity building

 the knowledge areas needed for effective community capacity building
 the skills needed for community capacity building
After a brainstormed list has been created, provide participants with three small
stickers. Ask participants to place a sticker on the attitude, the knowledge area
and the skill that they believe are most essential for effective community capacity
building. This will create a listing of the key attitudes, knowledge areas and skills
that participants believe are most essential for skill development.
Focus on the attitudes, knowledge areas and skills with the most stickers and
brainstorm strategies for how these can each be acquired.
At the end of the exercise hand out any self-assessment tool you wish to use. Let
participants know that this is a useful tool for assessing whether they have the
attitudes, knowledge and skills needed for community capacity building.
Component Two
Extend the exercise by handing out the self-assessment tool after you have
completed the initial brainstorm. Ask each participant to fill in the self-
assessment.
36

After the participants have filled in the questionnaire, ask them to share an
attitude, knowledge area or skill where they feel personal development is
required. Record these answers on a flip chart. Then, as a group, develop
strategies for developing what has been identified. If time permits work through
the whole list. If time does not permit then work through at least one attitude, one
knowledge area and one skill.
The key points you may wish to emphasize are:
 Stress that no one individual has to have, or will have all the attitudes,
knowledge and skills that are needed to undertake community capacity
building.
 Learning and developing attitudes, knowledge and skill can take place in a
variety of ways. The trick is to know what you want to learn and then what
learning approach works best for all involved.
 Set realistic learning expectations for yourself and/or your group – don’t set
yourself up to fail.
References in the CCB Toolkit:
 “Skills and Skill Development Sources” provides an extensive list of attitudes,

knowledge and skills related to CCB and, more important, provides some
places where one might go to acquire these. (NOTE: Facilitators may want to
review this document and amend it to give it a more regional-specific focus.)
 “Self-Assessment for CCB Work” is a good self-assessment tool
 “Leadership Survey” looks at one specific skill set
37

EXERCISE #10 – TOOLS AND SUPPORTS
Estimated timing: 20 minutes
Objective:
To examine some of the tools and supports available to the participants.
Suggested Process:
Participants are not going into community capacity building with no support. Ask
whether they can list some of the tools and supports available to them?
Possible responses:
 The Community Capacity Building Toolkit

 The Community Capacity Building Information Kit
 Building Employment Services Capacity Toolkit
 The Partnership Handbook
 The Community Development Handbook
 The HRDC Website (pages from CCB Toolkit)
 Other CCB-Related Websites (pages from CCB Toolkit)
 List of contacts, networks, partners (assuming that this has been regionalized
or, even better, localized; if not, one should discuss this as an idea of
something to do)
 consult with or bring in expertise from the community or elsewhere
 training offered to staff through HRDC (Partnerships, Negotiation,
Consultation)
Facilitators should be prepared to show these tools and discuss their content.
38

EXERCISE #11 - OTHER ISSUES
Objective:
To provide participants with an opportunity to discuss any other issues of

concern to them.
Suggested Process:
You can simply ask whether the participants have other issues they want to raise
and/or use some of the questions which follow to generate to further discussion.
 How do we go about working with other federal departments to ensure that

our actions are consistent and that communities are not being bombarded by
federal employees all wanted to help them build their capacity?
 How might we track or evaluate our success?
Recognition that results are likely to be long-term.
 If resources are limited, where should we place our priorities?
 How will an office cope with the inevitable turnover of staff? How will new staff
be trained?
 “Operational Indicators of CCB” looks at some possible outcomes of CCB

activity.
 The section “Toward Healthy Communities” looks at how one might go about
assessing one’s progress toward community with a stronger capacity. There
are several readings and tools included.
39

EXERCISE #12 – WHERE DO WE GO FROM HERE?
Objective:
This workshop is only the start of learning. Much of the learning about community
capacity building will come on the job, through actual experience. The objective
of this section is to allow participants an opportunity to think about post-workshop
activity.
Suggested Process:
Having looked at community capacity building from a variety of angles, where do

we go from here? What should we be doing?
What do you need to know in order to undertake community capacity building?
Communicating your desire to work with the community on capacity building
Discussion points:
 Getting your message out

 Setting up a CCB section on your office’s Internet site where success stories
can be shared (the London, Ontario’s HRCC site is a very good example of
this and can be found at http://www.london.hrdc-drhc.gc.ca/ccb).
 Talk to local media outlets but be aware that they will more likely use your
CCB stories if all of those involved can be spotlighted rather than the story
appearing simply as an HRDC initiative
 Developing a list of contacts
Have someone from Communications in to talk about media relations, etc.
 “10 Tips for Communicating CCB”
 the CCB Deck and speaking notes from The CCB Toolkit and the equivalent
material in the Information Kit
40

Knowing where your community is at
How do we go about this?
 Research
 Surveys
 Meetings
 Working with partners
 “Thirty-Five Important Questions About Your Community”
 “Characteristics and Questions of the Community”
 “Key Characteristics – Assessment of My Community’s Capacity Building

Practice”
 “The Climate for Capacity Building – How Ready is My Community to Take

Collaborative Action?”
 “Community Vulnerability Checklist”
 “Are We Ready?”
 “Asset Mapping”
 “What is Environmental Scanning?”
Knowing what others have done, lessons learned
 “What CCB Could Look Like”
 The booklet “CCB in Action” included in the Information Kit details ten
success stories from across Canada.
 Examples included on the CCB website
41

Knowing what you and others have to offer
Refer back to the discussion about attitude, knowledge and skills.
Much of this will relate to the partnerships you form to assist with community
capacity building. The Toolkit has several tools to assist in looking at such
partnerships:
 “Organizational Assessment”
 “Can and should I partner with this group?”
 “Group and Community Assessment”
 “Partnership Organizing Ideas”
As well, participants may want to look at The Partnership Handbook.
Getting started
One shouldn’t just rush into community capacity building. As seen in Exercise #9,
a lot of work is involved. One must begin by careful planning and ensuring that
CCB is incorporated into and recognized in your strategic and business plans.
 “Visioning and Strategic Planning”
 “Strategic Planning Model”
 “Five Steps to Strategic Plan”
 “What are the Benefits of Strategic Planning?”
42

EXERCISE #13 – CONCLUSION
Objective:
To wrap up the workshop by reviewing the objectives and the participants’

expectations, ensuring they have been met. To review post-workshop activity by
participants.
Suggested Process:
Where do we go from here? If they are willing, have participants share what they
have written on their action plan forms.
Review objectives to determine whether participants felt these were met.
Review expectations of participants.
Have participants complete the evaluation form.
Thank participants for attending and contributing to the discussion.
43

ACTION PLAN
Page 1 of 2
ACTION PLAN
As we go through the workshop, think about the following in relation

to the subject matter being covered:
What did I learn that I will use back at work?
About what would I like to learn more?
What skills will I work on when I get back to my office?

ACTION PLAN
Page 2 of 2
What working tools (i.e. checklists, job aids, etc.) do I need in place to
do these things?
What can I do myself?
For what do I need the support of others (i.e. supervisor, manager,

peers)? What form should this support take (i.e. coaching, mentoring,
further training)?

EXERCISE #7
Page 1 of 3
EXERCISE #7
IMPLEMENTING CCB
For each case study discuss:
What is the “community”?

How does the case study fit with the description of CCB just discussed?
What are its strengths as an example of CCB?
What are its weaknesses as an example of CCB?
What improvements would you suggest in terms of CCB?
You will have 20 minutes to work on this in your small groups. Choose a member
to present your responses in plenary session.
CASE STUDY A - TEAM LEADERS FORUM
In its annual learning and development plan, HRDC’s Regional Office established
a budget to host a Team Leaders Forum. The intent of the Forum was to bring
together all of the team leaders to share information, network, problem-solve and
to engage in an opportunity for development.
A working group was formed, consisting of representatives from each unit at

Regional Office in order to make all arrangements. These included building an
agenda, doing the administrative logistics, and deciding on the format. The
format selected was concurrent workshops. Potential participants in the Forum
were consulted about preferred subject areas for the workshops.
Based on the input, an agenda was set and arrangements were made for
workshop presenters. Invitations were sent to all HRCCs to nominate their team
leaders and managers.
Workshops were presented in topic areas such as best practices, generic

leadership skills, and programs and services delivery.

EXERCISE #7
Page 2 of 3
CASE STUDY B - HOMELESSNESS
Across the country, homelessness has emerged as an issue with growing social
and economic implications. Your community is no exception.
In your work with a number of community partners from both the public and non-
profit sectors, there is clearly a shared interest in taking action to address the
situation.
HRDC’s departmental Vision articulates a role in the broader human

development agenda, including social and economic policy development and
leadership. Federally, the department has expressed commitment to help find
solutions to the issue in collaboration with other federal departments, other levels
of government and community groups.
As a leader in your community and in co-ordination with a partner from the

municipal social services office, you decide to convene a meeting that will bring
together interested parties to discuss the issue. You agree to provide the meeting
space and to supply any equipment and materials needed. You work closely with
your colleague from the city to establish an invitation list and to establish an
agenda.
As a result, there is an initial meeting consisting of representatives from HRDC,

the municipal government, the provincial government, and a number of
community organizations dealing with homeless people.
As co-chair of the meeting along with your colleague from social services, you
focus the discussion on:
a) gaining a common understanding of each party’s mandate/role in relation to

the homeless
b) exploring opportunities for mutual support and activities to address the
homeless issue
At the end of the meeting, it is agreed that there is a need to develop a strategic
approach.

EXERCISE #7
Page 3 of 3
CASE STUDY C – COMMON ASSESSMENT
Our town has traditionally had several agencies plus all three levels of
government delivering services to citizens seeking information and/or assistance
with employment. Historically there has been little communication or co-operation
amongst these organizations. About a year ago, representatives of some of the
organizations formed a Community Employment Committee to look at ways of
working together and harmonizing employment services available in the
community. At their initial meetings they shared information about their
respective mandates and services. From this, the group identified gaps in service
and set priorities for their work. One of the committee members had heard of a
neighbouring community using the Common Assessment process as a standard
initial employment planning interview amongst all organizations delivering
employment services in that community. The committee decided to explore this
idea further and invited representatives from the other community to attend their
next meeting to inform them about the implementation of Common Assessment.
The majority of representatives at the meeting were in favour of pursuing the idea
and set up a schedule to train agency staff who would deliver the Common
Assessment interviews. A letter was sent to all organizations dealing with
employment, inviting them to nominate staff for the scheduled training. The
Community Employment Committee also scheduled follow-up meetings with the
first three groups of staff trained. Based on their feedback, they made some
amendments to the training and set up a sub-committee to continue monitoring
the implementation and use of Common Assessment.

EXERCISE #8
Page 1 of 3
EXERCISE #8
BUILDING CAPACITY IN YOUR COMMUNITY
For each scenario, answer the following questions:
1 Who are you? Are you members of an HRCC? Are you members of one
operations unit, or more than one? Are you a community partnership facing
this situation?
2 What has generated your involvement with this situation?
3 What questions or issues do you need to address before you can commence
community capacity building in this situation?
4 Related to the previous question, and based on your own experience working
with similar communities, what additional details might be available to you,
before you go into this community to assist?
5 What additional information might you or the community want to have or need
to have before beginning to develop the capacity of the community?
6 Assuming that you have all of the additional information you required, what
really needs to be done? In what areas might the capacity of this particular
community need development?
7 What steps can be taken to develop the capacity of this community?
8 Who should be involved in this process? What should each party bring to the
process? What role should each play?
9 What role can you, your office or HRDC play in this process?

EXERCISE #8
Page 2 of 3
Scenario 1
 Inner city neighbourhood

 Homelessness
 Drug and alcohol abuse
 Limited history of community involvement by majority of residents
 Lots, some might say too many, of organizations and agencies, generally not
based in the community, willing to help
 Cutbacks have meant limited non-academic support in schools
 Presence of a very militant, anti-authoritarian poverty association
Scenario 2
 Small, resource-based, rural community

 Dying resource base
 Limited economic options not related to the resource base
 Commitment of many to remain in the community
 History of poor relationship between community organizations
 A school board strongly committed to adult upgrading
Scenario 3
 Suburban community
 Somewhat mixed in terms of many young families, as well as families whose
children have left or are leaving home
 Women but considerable education who have taken time to raise families and
are now interested in re-entering the labour market
 Influx of new immigrants with limited language skills
 Very limited number of organizations existing in community
Scenario 4
 Mid-sized city (40,000 to 80,000 population)

 Some dying industries but being replaced by new, information-based firms
 Dynamic network of community organizations with history of working together

EXERCISE #8
Page 3 of 3
Scenario 5
 Aboriginal community (reserve?)

 Limited natural resource base
 Limited funding from external sources and less from internal
Scenario 6
 A community of interest. It is up to you to determine which community you

wish to assist: youth or a particular group of youth, the disabled (you can
determine whether you wish to narrow this down), or another minority group
 The members of this community are geographically spread
 Members face discrimination based on their membership
 Access to labour market is limited
 Very committed leadership with strong support from the community

COMMUNITY CAPACITY BUILDING WORKSHOP EVALUATION
Please take a few minutes to answer the following questions. Your

response will assist us in improving the package for future delivery.
Was this session of benefit to you? Why?
What aspect of this session did you find the most useful?
What improvements could you suggest?

Community Capacity Building: A Facilitated Workshop Facilitator'S Guide

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COMMUNITY CAPACITY

Labour Market Learning and Development Unit

Labour Market Learning and Development Unit–27 December 2000

 those who developed The Community Capacity Building Toolkit (Larry

 André Bordeleau from Social Development at NHQ who provided both

Labour Market Learning and Development Unit–26 December 2000

Information for Facilitators 3

Labour Market Learning and Development Unit–26 December 2000

This Facilitator’s Guide is intended to assist you in delivering a session on

The guide consists of three large sections:

1 Information for Facilitators

The term “exercises” has been used somewhat loosely as a way to

In the “suggested process” sections, notes to you as the facilitator have

Revisions to Facilitator’s Guide

Learning is ongoing, and this publication is designed to incorporate new learning

abour Market Learning and Development Unit—27 December 2000

 What worked for you?

Mail your comments and suggestions to:

Labour Market Learning and Development Unit

Fax: (819) 997-5163

abour Market Learning and Development Unit—27 December 2000

INFORMATION FOR FACILITATORS

The objectives of this workshop are to:

 ensure participants understand the meaning of “community capacity building”

abour Market Learning and Development Unit—27 December 2000

You may wish to have participants complete a pre-workshop questionnaire.

 Have you seen the CCB Toolkit?

As this facilitator guide is available electronically, it will be up to the facilitator to

abour Market Learning and Development Unit—27 December 2000

 Discussion paper on CCB

Material required by the facilitator

 The Community Capacity Building Toolkit

All of the community capacity building material is located at http://intracom.hq-

abour Market Learning and Development Unit—27 December 2000

Notes about some individual exercises

 If you wish to use an icebreaker, it should permit participants to use some of

The purpose of part of this exercise is to give the participants an understanding

Exercise #2 – What CCB Is and Is Not

There really is no one, correct definition of “community capacity building”. As long

Exercise #3 – Past and Present Experience

abour Market Learning and Development Unit—27 December 2000

If possible, inviting someone from outside of HRDC, or someone from an HRCC

Exercise #7 – Implementing CCB

Exercise #8 – Building Capacity in Your Community

This exercise is important in that it provides an opportunity for participants to

There is a relatively broad range of scenarios available from which facilitators

Exercise #9 – Attitudes, Knowledge and Skills

It is recommended that you review Section IV of The Community Development

You may wish to use, as is suggested, a self-assessment test during this

abour Market Learning and Development Unit—27 December 2000

Exercise #12 – Where do we go from here?

You may wish to invite someone from Communications, or someone with

Exercise #13 – Conclusion

Possible One-Day Agenda

8:30 – 9:05 Exercise #1 – Introduction

12:00 – 13:00 Lunch

13:00 – 14:20 Exercise #8 – Building Capacity in Your Community

abour Market Learning and Development Unit—27 December 2000

Possible Two-Day Agenda

8:30 – 9:05 Exercise #1 – Introduction

12:00 – 13:00 Lunch

13:00 – 13:30 Exercise #6 – Internal versus External Capacity Building