Building Capacity

In large part, the ability of people to bring about fundamental change in their community depends on the capacity of their organizations: local governments, associations, nonprofits, and enterprises. If things are to change for the better, organizations are required with the staff, systems, and resources to make good decisions, carry them out, and learn from the consequences.

CCCR has worked with scores of communities and organizations to help them identify their vision, mission, and goals, and then to build capacity to realize them. We can conduct orientation and training for the board and staff of community-based organizations. We can develop policies to support an organization's mandate in the wider agenda of community transition. We can also carry out organizational review and renewal.

CCCR also has a long history of building multi-functional organizations and innovative tools that help communities navigate difficult terrain. We hold a particular commitment to helping communities create inclusive approaches to community transition: inclusive of diverse citizens, organizations, and groups; inclusive of economic, social, and environmental needs and values.

By way of example ...

• In the most disadvantaged neighbourhoods of Winnipeg, CCCR engaged diverse stakeholders for two years, from visioning and organizing to building and implementing strategies of community economic development. As a result, the North End Community Renewal Corporation has been able to bring about real improvements in the lives of residents and the vitality of local businesses. Find out more.
• In the Yukon, CCCR is carrying out a 3-year process of organizational development with the Teslin Tlingit Council, a self-governing First Nation. The result: a 5-year integrated strategic plan and budget, and measures for tracking progress. In addition, Teslin has greater capacity in governance and management to shape and direct change.
• On the basis of proven strategies of local revitalization, the CCCR developed a model of community resilience. It expresses in terms of 23 resilience characteristics a community's capacity to shape its own ways of life and work. CCCR also designed and field-tested a process by which small towns could apply this model to assess local resilience, and then focus economic and social planning accordingly. The Community Resilience Manual publishes the results of this research, including a complete set of worksheets and schedules for community data collection and workshops.

Contact CCCR for more information.