1. - Presentation Slides –
Community Planning
- Presentation Slides –
Peter Kenyon
Director
Bank of IDEAS
(Initiatives for the Development of Enterprising
Action and Strategies)
Ph:
Fax:
web:

2. ‘Community planning is the future of local government’
(Tony Blair, British Prime Minister)

3. Community Planning
‘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’.

4. Excited About Community Planning
Builds a healthy and connected community by engaging residents in the ‘buinsess of the community’.
Reminds us that – ‘the wisdom of locals always exceeds the knowledge of the experts’.
Proves as important as the product (i.e. the pplan) – what happens to participants through participation.

5. Basic Community Planning Elements
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)

6. 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.

7. Critical Community Planning Questions
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?

8. Public Participation Spectrum
Increasing level of public impact
Inform
Consult
Involve
Collaborate
Empower

9. Communities have deficiencies
and needs
Communities and it’s citizens
have capacities and assets

10. COMMUNITY NEEDS MAP Unemployment Loss of Community Spirit Illiteracy
Dysfunctional
Families
Welfare
Dependency
Vacant
Shops
Run
Down
Shopping
Centre
Bullying
Child
Abuse
Truancy
Crime
Mental
Health
Graffiti
Youth
Suicide
Alcoholism
Drug Abuse
Early
School Leavers
Homelessness

11. LOCAL INSTITUTIONS & RESOURCES
COMMUNITY ASSETS MAP
LOCAL INSTITUTIONS & RESOURCES
Local
Businesses
Schools
COMMUNITY ASSOCIATIONS
Service
Clubs
Neigh -
bourhood
House
GIFTS OF INDIVIDUAL
Ovals
Churches
Young
People
Artists
Local
Council
Senior
Citizens
All
Residents
Labelled
People
Sporting
Teams
Community
Organisations
Community
Stories
Government
Agencies
Hospital
Local Facilities

12. (J. McKnight & J. Kretzmann)
‘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)

13. (p 134, The City of Melville: From Bushveld to Expanding Metropolis)
‘In the early 1950’s 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)

14. Name Willagee
Smelling Lake or
Ochre?

15. 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 it’s best?
What do you value most about our community?
What is the essence of our community that makes it
unique and strong?

16. In every community something works.
 Change can be achieved by identifying what works and focusing on doing more of what works.

17. (Adapted fromWho Will Tell the People by William Greider)
‘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)

18. ‘In community, conversation is our primary medium for making sense of our world, discovering what we value, sharing knowledge and imaging better futures’.

19. BUSINESS
RETENTION &
EXPANSION (BR&E)
Visitation Program

20. 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.

21. The Derby Revitalisation Project
- Community Action Plan -

22. 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.

23. 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
women’s focus group activities
special focus workshops

24. Key Community Assets image / identity location people factor
business infrastructure
heritage assets
tourist assets

25. pastoral industry
mining industry
fishing industry
physical infrastructure
community facilities

26. Critical Development Challenges
Attitudes
Tourism
Economic
Social
Education

27. 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

28. 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

29. 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

30. Windows of Opportunities
‘If opportunity doesn’t knock, build a door.’
(Milton Berle)

31. Tourism opportunities
Economic development
opportunities
Fishing industry
Mining industry
Youth initiatives
Community development issues
Cultural development opportunities
Leadership / Capacity Building

32. Five Priority Community Strategy Areas
Community Building Strategies
Cultural and Heritage Enhancement Strategies
Local Economic and Employment Development Strategies
Tourism Development Strategies
Youth Development Strategies

33. Tips for Maintaining Community Interest and Involvement
Keeping the outside community informed & supported
Keeping the wider community involved
Keeping members / active participants involved

34. 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)

35. 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)

36. 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

37. 45 Ways to Support Volunteers

38. Benefits of Community Planning
Identification of community vision, directions and priorities
Enhanced community ownership and shared responsibility
Enhanced community confidence and resilience
Linkage between planning and action

39. 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.

40. Key Success Factors in Community Planning
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

41. 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.

42. ‘Big things happen when A lot of people do small things differently’
(John Theobald)

43. ‘Great communities don’t just happen
‘Great communities don’t just happen! – they are created, nurtured and sustained by caring and involved residents’.
(Peter Kenyon)

44. Peter Kenyon pp@bankofideas.com.au www.bankofideas.com.au
Contact Details
Peter Kenyon
Ph: Fax:
14 Bird Rd, Kalamunda WA 6076
for copy of presentation:
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