Presentation on theme: "Community Planning - Presentation Slides – Peter Kenyon Director Bank of IDEAS (Initiatives for the Development of Enterprising Action and Strategies)"— Presentation transcript:
Community Planning - Presentation Slides – Peter Kenyon Director Bank of IDEAS (Initiatives for the Development of Enterprising Action and Strategies) Ph:61 8 9293 0623 Fax:61 8 6293 1137 email: firstname.lastname@example.org web: www.bankofideas.com.auwww.bankofideas.com.au
Community planning is the future of local government (Tony Blair, British Prime Minister)
A process where the people (i.e. the community) arrive at group vision, priorities and actions to achieve positive change that will enhance the physical, social and economic well being of the community. It is a dynamic, interactive and participatory process intended to make the quality of life better for all members of the community. Community Planning
Excited About Community Planning 1.Builds a healthy and connected community by engaging residents in the buinsess of the community. 2.Reminds us that – the wisdom of locals always exceeds the knowledge of the experts. 3.Proves as important as the product (i.e. the pplan) – what happens to participants through participation.
process is owned by the community and usually aided by local government support and facilitation scope is a whole of community wellbeing priorities rather than on one particular issue or project focus is both on the needs / deficiencies and assets / strengths of the community widespread community input is achieved via a range of participatory initiatives (not just one community meeting) Basic Community Planning Elements
community priorities are identified democratically and through consensus a community plan is provided outlining community values, strategic priorities, tasks, implementation requirements and resources planning is linked to implementation and action a regular review process occurs to evaluate programs against indicators and update priorities.
Where are we now? Where do we want to be? How might we get there? Which way is best? How can we ensure arrival? How do we know when we have got there? Critical Community Planning Questions
Public Participation Spectrum Increasing level of public impact InformConsultInvolveCollaborateEmpower
Communities have deficiencies and needs Communities and its citizens have capacities and assets
COMMUNITY NEEDS MAP Unemployment Vacant Shops Run Down Shopping Centre Homelessness Truancy Dysfunctional Families Welfare Dependency Alcoholism Drug Abuse Youth Suicide Loss of Community Spirit Child Abuse Mental Health Crime Bullying Graffiti Early School Leavers Illiteracy
COMMUNITY ASSETS MAP LOCAL INSTITUTIONS & RESOURCES COMMUNITY ASSOCIATIONS GIFTS OF INDIVIDUAL Local Businesses Ovals Hospital Schools Service Clubs Neigh - bourhood House Community Organisations Sporting Teams ChurchesYoung People All Residents Senior Citizens Community Stories Artists Labelled People Local Facilities Government Agencies Local Council
Communities have never been built upon their deficiencies. Building community has always depended upon mobilizing the capacities and assets of a people and a place. That is why a map of community assets is necessary if local people are to find the way toward empowerment and renewal. (J. McKnight & J. Kretzmann)
In the early 1950s when the demand for housing became acute the State Housing Commission planned a new suburb in the Melville district to be called Willagee which was the aboriginal name for a lake in the district. The concept was for a population of 6,000 to serve as a dormitory for an area then beginning to become industrialized. (p 134, The City of Melville: From Bushveld to Expanding Metropolis)
WE CAN ASK QUESTIONS IN TWO WAYS– 1.What is wrong with our community? What problems can we fix? What are the needs of our community? What is broken? OR 2.What are the strengths and assets of our community? Share a time when you felt our community was at its best? What do you value most about our community? What is the essence of our community that makes it unique and strong?
In every community something works. Change can be achieved by identifying what works and focusing on doing more of what works.
Creating a positive future begins in human conversation. The simplest and most powerful investment any member of a community or an organization may make in renewal is to begin talking with other people as though the answers mattered. (Adapted fromWho Will Tell the People by William Greider)
In community, conversation is our primary medium for making sense of our world, discovering what we value, sharing knowledge and imaging better futures.
BUSINESS RETENTION & EXPANSION (BR&E) Visitation Program
The Business Retention and Expansion Program is a community sponsored initiative which involves the formation of a local Taskforce and use of a structured interview process by community volunteers to learn about the needs, concerns, suggestions and perceptions of local businesses.
The Derby Revitalisation Project - Community Action Plan -
The DRP commenced in 2004 with the following aims- preserve and build upon what is special and unique about Derby; increase the levels of civic participation, local pride, community ownership and confidence; diversify the economic potential and local employment base of the community foster local entrepreneurialism and new business life; build the capacity and leadership skills of local people, especially young people and indigenous people; develop new economic, employment and social opportunities for young people; and retain residents and attract new people to the community.
Consultation Process resident surveys business surveys individual consultations 14 community focus groups Community Opportunity Workshop (C.O.W) 14 focus groups with Aboriginal groups and associations 3 day youth consultation program womens focus group activities special focus workshops
Key Community Assets image / identity location people factor business infrastructure heritage assets tourist assets
pastoral industry mining industry fishing industry physical infrastructure community facilities
Critical Development Challenges Attitudes Tourism Economic Social Education
Social Development Challenges population mobility insufficient childcare facilities alcohol / drug abuse issues litter / dog control housing / land availability poor standard of housing stock limited NGO presence - no Anglicare, PCYC, YMCA etc. limited financial base limited community participation
no service clubs intra community communications family (domestic) violence underage drinking / smoking street drinking high youth suicide rates (Kimberley rate is four times above state average) lack of youth engagement parental accountability
Education Challenges negative school perceptions of education standards lack of upper school options limited range of post secondary options challenge of completing years 11 and 12 by distance education high truancy rates
Windows of Opportunities If opportunity doesnt knock, build a door. (Milton Berle)
Tourism opportunities Economic development opportunities Fishing industry Mining industry Youth initiatives Community development issues Cultural development opportunities Leadership / Capacity Building
Five Priority Community Strategy Areas 1.Community Building Strategies 2.Cultural and Heritage Enhancement Strategies 3.Local Economic and Employment Development Strategies 4.Tourism Development Strategies 5.Youth Development Strategies
Tips for Maintaining Community Interest and Involvement Keeping the outside community informed & supported Keeping the wider community involved Keeping members / active participants involved
Keeping Members/Active Participants Involved and Informed Frequent telephone calls Meetings at convenient times Creation of a newsletter User friendly minutes Regular acknowledgment of individual and group contributions (e.g. comments at public meetings, over radio and within newspaper articles, awards etc) Regular and fun times to celebrate achievements (have a celebration coordinator as a committee position)
Keeping the Wider Community Informed and Supportive Regular news column in a local newspaper(s) Regular distribution of press releases Use of any media opportunity to highlight initiatives Use of radio talkback programmes Addresses to schools, services clubs, churches and other organisations Regular community consultation and feedback sessions Frequent publication of 'user friendly' reports, brochures, flyers, posters Public acknowledgment of sponsorship and support (eg, quarterly newspaper acknowledgment ad, acknowledgment on brochures and documents etc)
Keeping the Outside Community Informed and Supportive Identification of champions (politicians, civic leaders, sports people, prominent ex-residents) willing to regularly 'blow the trumpet' A regular mail out to a targeted mailing list (including annual and user friendly progress statement Regular media exposure (radio, television, newspapers, journals) Participation in regional and national forums and networks Briefing/lobbying trips to state and national capitals Getting to know key political, bureaucratic and industry influential people on a personal level Finding reasons for influential people to visit, Declare something open', socialise with members etc Sponsorship of community members to attend regional and national conferences, workshops and training events Generous acknowledgment of outside support
Identification of community vision, directions and priorities Enhanced community ownership and shared responsibility Enhanced community confidence and resilience Linkage between planning and action Benefits of Community Planning
Linking of local community plans with Council plans Increased knowledge, understanding and skills by local residents Development of local leaders / community builders Increased sense of belonging and levels of social capital Stronger network development within, and across communities.
Broad based and inclusive community participation Focus on both discovering needs/requirements and assets/capacities Commitment of resources for the process Use of skilled external facilitator Key Success Factors in Community Planning
Use of a wide range of planning methodologies Commitment by Council (including Councillors and staff) to the process and resident empowerment Adequate resourcing of the process Identification of short, medium and long term goals and actions Linkage of planning with implementation Active maintenance of community interest and involvement.
Big things happen when A lot of people do small things differently (John Theobald)
Great communities dont just happen! – they are created, nurtured and sustained by caring and involved residents. (Peter Kenyon)
Contact Details Peter Kenyon Ph: +61 8 6293 1848 Fax: + 61 8 6293 1137 14 Bird Rd, Kalamunda WA 6076 Email for copy of presentation: email@example.com Website for bookshop & newsletter mailing list: www.bankofideas.com.au