Community Planning

- Presentation Slides –

Peter KenyonDirector

Bank of IDEAS(Initiatives for the Development of Enterprising

Action and Strategies)Ph: 61 8 9293 0623Fax: 61 8 6293 1137

email: pk@bankofideas.com.auweb: www.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

Inform

Consult

Involve

CollaborateEmpower

Communities have

deficiencies and needs

Communities and it’s citizens

have capacities and assets

COMMUNITY NEEDS MAPUnemployment

Vacant Shops Run

Down Shopping

Centre

Homelessness

Truancy

Dysfunctional Families

WelfareDependency

AlcoholismDrug Abuse

Youth Suicide

Loss of Community Spirit

ChildAbuse

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 Organisation

s

Sporting Teams

Churches Young People

All Residents

Senior Citizens

Community Stories

Artists

LabelledPeople

Local FacilitiesGovernm

ent 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 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)

Name Willagee

Smelling Lake

or

Ochre?

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?

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 women’s 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 doesn’t 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

Areas1. Community Building Strategies2. Cultural and Heritage

Enhancement Strategies3. Local Economic and Employment

Development Strategies4. Tourism Development Strategies5. Youth Development Strategies

Tips for Maintaining Community Interest and Involvement

Keeping the

outside commun

ity informe

d & support

ed

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

45 Ways to

Support

Volunteers

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

don’t just happen! –

they are created,

nurtured and

sustained by caring

and involved

residents’.

(Peter Kenyon)

Contact Details

Peter KenyonPh: +61 8 6293 1848 Fax: + 61 8 6293 1137

14 Bird Rd, Kalamunda WA 6076 

Email for copy of presentation:

pp@bankofideas.com.auWebsite for bookshop & newsletter mailing list:

www.bankofideas.com.au