Community Planning - Presentation Slides – Peter Kenyon Director Bank of IDEAS (Initiatives for the Development of Enter

1. 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:pk@bankofideas.com.au • web: www.bankofideas.com.au

2. A SUFI STORY...

3. ‘The wisdom of the community always exceeds the knowledge of the experts’ (Harold Flaming)

4. May 2005 WA Local Government Elections • only 1086 persons nominated • 311 elections were uncontested (42%) • 38 local governments had uncontested polls (26%) • 7 local government were required to run on extraordinary election after elections to fill positions that did not attract enough nominations • In 2003 average voter turnout was only 26% - compares with 36% in 2001 - for in – person elections, only 15.43% average voter turnout.

5. ‘Most communities can often be compared to an Australian Rules Football game where 30,000 people who need the exercise, turn up to watch 36 players who don’t.’ ( Peter Kenyon )

6. My Passion Building healthy, caring and connected communities

7. Seven Pillars Of A Healthy Community Practices ongoing dialogue Generates leadership Shapes its future Embraces diversity Knows itself Connects people and resources Creates a sense of community (Healthy Cities and Communities Coalition, USA)

8. Strong Communities • have strong leaders • have strong networks with other communities • can build on their existing assets and resources • have a ‘can-do’ community spirit and are optimistic about the future • can grasp the opportunities that come their way • have a sense of ‘belonging’ to the community among it’s members • embrace change and take responsibility • (Stronger Families, Stronger Communities at Department of Family and Community Services)

9. SUCCESSFUL COMMUNITIES • Build on the strengths of local individuals,associations and institutions; • Focus on specific actions and measurable results to improve community life; • Promote participation by people of all races, genders, cultures and age groups; • Ensure local decision making and ownership; • Draw upon the resources of the whole community; • Bridge all sectors to develop healthy children, families and community; and • Share experience and knowledge to promote continuous community learning. • (ACCORDING TO PRIME MINISTERS YOUTH PATHWAYS ACTION PLAN TASKFORCE 2001)

10. CHARACTERISTICS OF A HEALTHY COMMUNITY HealthyUnhealthy Optimism, hope and 'we are in this together’ Cynicism "We can do it'Nothing works' Value intangibles like vision and valuesEmphasis only on tangibles Consensus buildingPolarisation CollaborationConfrontation Focus on the futureDebate the past InterdependenceParochialism Broad community participationFew do everything Leadership renewalSame old faces Think and act in long termShort term thinking ListeningAttacking ReconciliationHold grudges Win-win solutionsWin-lose solutions Politics of substancePolitics of personality Diversity and involvementExclusion Challenge ideasChallenge people Problem solversBlockers and blamers View challenges as opportunitiesSee themselves as victims

11. ‘A strong Community is one constituted by people that understand its social, economic and environmental assets and are working towards sustainability. Strong communities also understand and work with their most disadvantaged populations to ensure maximum standards for all. To do these things, members of a strong community need to be engaged, involved, feel capable of working through issues and be supported through external partnerships’. (Department of Victorian Communities)

12. PK’s 4 Key Community Development Beliefs

13. Belief 1. Meaningful and lasting community change always originates from within, and local residents in that community are the best experts on how to activate that change.

14. Belief 2. Communities have never been built by dwelling on their deficiencies. Focus on the resources, capacities, strengths and aspirations of a community and its residents, instead of dwelling on the needs, deficiencies and problems.

15. Belief 3. Every single person has capacities, abilities, gifts and ideas, and living a good life depends on whether those capacities can be used, abilities expressed, gifts given and ideas shared.

16. Belief 4. The strength of a community is directly proportional to the level that the diversity of its residents desire, and are able to contribute their abilities and assets to the well being of their community.

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

18. Global trend towards community empowerment and new emphasis on localism

19. ‘Devolved community planning is the future of local government’ (Tony Blair, British Prime Minister)

20. ‘Our vision for local government in 2014 is of independent self – governing communities’ (Local Government Association, UK)

21. New Zealand Local Government Act 2002 • Section 10 describes the purpose of local government: • to enable democratic local decision – making and action by, and on behalf of, communities; and • to promote the social, economic, environmental, and cultural well – being of communities, in the present and for the future.

22. Future of Local Government Summit(Melbourne, 2005) • Why does LG exist? • What value does LG provide?

23. Summit Consensus • Key LG focus needs to be community strengthening, not service delivery. • A pre condition for a better future, LG needs to engage with and win trust and respect from the community. • Key leadership role of LG is to enable democratic local decision-making and actions; and on behalf of community.

24. Summit Vision ‘Local Government is valued by all Australians for building strong and successful communities’

25. Future of Local Government Summit (2006) • LG to be community driven • LG to derive power from community engagement • LG to pursue community sustainability 3 of the 7 agreed principles:

26. 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’.

27. 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 • widespread community input is achieved via a range of participatory initiatives (not just one community meeting) • focus is both on the needs / deficiencies and assets / strengths of the community (How we view the glass: as half full or half empty?)

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

29. 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

30. 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

31. Other 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.

32. Pioneers in Community Planning • Golden Plains Shire • Campaspe Shire

33. Golden Plains Shire

34. Demographics: • Shire comprises over 35 small communities – many with little or no infrastructure • The majority of the population growth is occurring in the South West and North East of the Shire in townships closest to Geelong and Ballarat • No secondary school • No hospital or health centre • One pharmacy • One doctors clinic • One Bank

35. Council Thinking … Council wanted to assist and strengthen communities, help them become more environmentally, economically and socially sustainable, foster a sense of community spirit and pride, and greater involvement in community life.

36. What this led to: • Communities given the opportunity to be more focussed on their own individual township problems / issues and plan for the future. • Identification of local solutions to local problems and ‘windows of opportunities’. • Development of a holistic approach to planning that involves the whole community and combines all of the social and economic aspects.

37. Results • 19 Township Plans developed • Focus on a wide range of issues – education, childcare, recreation, health, social services, safety, transportation, housing, Job creation and economic opportunity • Current involvement of 74 local coordinators • Incorporation of township plans into Council plans • Development of new strategy partnerships between all stakeholders

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. Outcomes

41. 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

42. Use of a wide range of planning methodologies • Commitment to adequate resourcing of the process • Identification of short, medium and long term goals and actions • Active maintenance of community interest and involvement.

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

44. Tension Issues • Role of the Councillors (‘I was elected to make decisions’). • Role of Council staff (‘I am the expert’). • Identified projects outside role of LG.

45. The future is not a result of choices among alternative paths offered by the present, but a place that is created first in mind, next in will, then in activity.

46. ‘The future is not a place to which we are going; it is a place we are creating. The paths to the future are not found, but made, and the activity of making them changes both the maker and the destination.’ (John Schaar)

47. A SUFI STORY The village elders had failed time after time to resolve a difficult problem. They invited a very wise person from another village to come and help them. In time, she came. People gathered to hear her wisdom. She asked them: “Do you know what I am going to tell you?” In unison they responded, “NO”. The wise women replied, “You will only learn what you already know, and if you don’t know, I am leaving.” She left. The village was in an uproar. Months passed and the problem didn’t go away. The elders debated and issued a second invitation to the wise women. In advance of her arrival, they coached the villagers.

48. When the woman arrived the second time, the village gathered. Again she asked, “Do you know what I am going to tell you?” The villagers shouted in unison, “YES”. She stared at the people. “If you already know, then I have nothing to tell you.” She left. The village became even more frustrated, but after many months, the issued a third invitation. This time they were ready for the wise woman.

49. “Do you know what I am going to tell you?” Half the villagers shouted “YES”; the other half shouted “NO”. The wise woman looked at the people and said, “Those who know should now get together with those who don’t; and then you will all know.” She rose left and never returned.

50. That night, an elderly woman had a dream. “Last night, a voice told me the meaning of the message from the wise women. She wanted us to know that really important knowledge can be derived from our own community and our traditions, not from outside experts. We already have the knowledge. We already know. We just don’t have the confidence to believe in ourselves.”