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BUILDING GOVERNMENT-
COMMUNITY PARTNERSHIPS
DEMOCRACY IN CRISIS
TYPE OF    GOVERNMENT’S ROLE                CITIZEN’S
ENGAGEMENT                                  ROLE
Customer ServiceProvide services            Taxpayer/
                                            Client
Citizen         Engage people in            Advisor/
Participation   government’s priorities     Volunteer
                through its processes and
                programs
Community       Support community to work Producer
Empowerment     on its own priorities through
                its own associations
ECONOMY IN CRISIS
Building government community partnerships
Building government community partnerships
PLANET IN CRISIS
POWER OF COMMUNITY
            Care for the Earth
          Care for One Another
             Prevent Crime
          Respond to Disaster
             Promote Health
            Instill Happiness
          Create Great Places
         Advance Social Justice
         Strengthen Democracy
COMMUNITY IN CRISIS
        Single-purpose land use
        Increased mobility
        More time working
        Materialism
        Fear
        Electronic screens
        Globalization
        Professionalization
        Specialization
Building Community Partnerships
 Requires Government to Move
        in a New Direction
Department of
Move from Siloed Thinking
To Focusing on Whole Places
Little City Halls and Coordinators
Move from Starting with Needs
To Starting with Strengths
Neighbourhood Matching Fund
What makes Matching Fund unique?
  ● Community matches with its assets,
including volunteer labour
   ●Community determines priorities
   ●One time projects only
   ●Any group of neighbours can apply
   ●Proposals reviewed by peers
   ●Quantity and diversity of participation

     key to selection and evaluation
Playgrounds
Parks
Environment
Food Security
Renovated Facilities
Cultural Centers
Youth Development
Public Art
Move from Top-Down
To Community-Driven
Neighbourhood Planning
Keys to Neighbourhood Planning
  ● Comprehensive plan provides framework
   ●Community initiates the planning
   ●Community engagement must be broad and
inclusive
   ●City provides funding & technical assistance
   ●Community hires its own planning expertise
   ●Community defines its own scope of work
   ●Community drives plan throughout process
Columbia City
Building government community partnerships
Building government community partnerships
Delridge
Building government community partnerships
Building government community partnerships
Value of community-driven planning:
● Implementation happens – plans don’t sit on
the shelf
● Resources are multiplied – government
resources leverage community’s
● Appropriate development occurs –
respecting unique character of neighbourhood
and culture of community
● More holistic and innovative solutions result
● A stronger sense of community is built
Other Examples of Government-
       Community Partnerships:
●   Official recognition of neighbourhood associations:
    Portland, Oregon
●   Block party toolkit: Airdrie, Alberta
●   Citizen councilors: King County, Washington
●   Online participation: Minneapolis, Minnesota
●   Decentralized interdepartmental teams: Toronto, Ontario
●   Leadership development programs: Indianapolis, Indiana
●   Neighbourhood summits: Cincinnati, Ohio
●   Office of Great Neighbourhoods: Edmonton, Alberta
How do you facilitate
bottom-up initiatives
from the top-down?
BIG SOCIETY
Social problems need social solutions… In
the past, the left focused on the state and the
right focused on the market. We’re
harnessing that space in between – society –
the ‘hidden wealth’ of our nation.
             -David Cameron, May 23, 2011
Stated Goals for Big Society:
  ●Give local councils & communities more
power
  ●Make government more transparent
  ●Reduce government regulation & bureaucracy
  ●Open government services to new providers
  ●Increase voluntarism & giving
  ●Reform welfare to encourage work
CRITIC’S PERCEPTION




           Martin Rowson, Guardian
KEY INITIATIVES
   ● Big Society Bank providing start-up for social
enterprise and other community groups
    ●Big Society Network volunteers facilitating IT
support, participatory budgeting and the Big Lunch
    ●National Citizens Service pilot for 16-year-olds
    ●Four vanguard communities piloting Big Society
    ●Monthly crime data published by police
    ●Localism bill to reduce red tape, provide option for
local mayors, give community groups right of first
refusal to operate closed facilities, give citizens power
to instigate local referendums on taxes and other
issues, provide for neighbourhood plans, etc.
    ●Community Organisers
    ●Community First
COMMUNITY ORGANISERS
   ● Provide stipends for 500 senior full-time organisers
    ●Train 5000 professional community organisers
    ●Utilize principles of Alinsky and Friere
    ●Identify local community leaders
    ●Build social capital
    ●Help residents start their own neighbourhood groups
    ●Support communities to identify and act on their own
priorities
    ●Manage initiative through Locality, RE:generate and
up to 200 local host organisations.
    ●Make this initiative self-supporting including an
Institute to be owned as a mutual by the organisers
COMMUNITY FIRST
   ● 30 million pound Neighbhourhood Matching Fund
    ●Targeted for “deprived” areas
    ●Up to 30,000 pounds per area over four years
    ●Residents match with time
    ●Supports small neighbourhood improvement projects
    ●Funding recommendations made locally
    ●Locally supported by community organizer
    ●Managed by Community Development Foundation
and Community Foundation Network
    ●Asda supermarket chain partnering for outreach
    ●Another 50 million pounds intended to leverage 100
million for endowment
Suggestions for Central Government
  ●  Decentralize resources as well as authority
   ●Tie funding to community participation
   ●Remove barriers to participation
   ●Don’t over regulate, set predetermined
benchmarks, impose programs or otherwise
stifle local initiative and innovation
   ●Focus on whole places rather than discrete
functions or problems
   ●Prioritize “disadvantaged” places but don’t
restrict community development to them
● Differentiate between associations and
staffed organizations
   ●Provide resources for community organizing
   ●Provide training for grassroots citizens as
well as local government and non-profits
   ●Spend less time in cubicles and more in
community
   ●Share stories of community success
   ●Recognize which things are best done by
government and other agencies, which by
community, and which through partnership
Do No Harm
(Hippocratic Oath for Community Workers)
●   Don’t distract the community from its own priorities
●   Don’t force the community into the agencies’ silos
●   Don’t take people’s time without showing results
●   Don’t think of the community solely as people and places
    with needs
●   Don’t speak for the community
●   Don’t do for people what they can do for themselves
●   Don’t make the community dependent on you, funding or
    other external resources
●   Don’t use liability, safety, or other red tape as an automatic
    excuse to say no to community initiatives
Do Some Good
    Help Agencies to Put the Community First

●   Work with agencies to remove barriers to community
    engagement (e.g. language, liability, runaround, etc.)
●   Assist agencies to work collaboratively with a common focus
    on place
●   Train agencies of all kinds on the value and best practices of
    community-led development
●   Allow other agencies to benefit from your relationships with
    the community
Support Communities to Take the Lead

●   Help the community to discover its resources and power
●   Share tools that enable the community to take the lead
●   Assist community associations to network with one another
●   Help people find ways to share their gifts with one another
●   Pay attention to segments of the community that are being
    excluded and find ways to engage them
●   Raise objections when you encounter discrimination
●   Ask questions to get people thinking about root causes
●   Develop leaders
●   Be on the lookout for potential new leaders
●   Share stories of community success
●   Practice what you preach by being active in your community
Change only happens through
action


      Joop Hofman                 Jim Diers
      Rode Wouw
      joophofman@rodewouw.            University of
      nl                               Washington
                                     ABCD Institute
                             jimdiers@comcast.net

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Building government community partnerships

  • 3. TYPE OF GOVERNMENT’S ROLE CITIZEN’S ENGAGEMENT ROLE Customer ServiceProvide services Taxpayer/ Client Citizen Engage people in Advisor/ Participation government’s priorities Volunteer through its processes and programs Community Support community to work Producer Empowerment on its own priorities through its own associations
  • 8. POWER OF COMMUNITY Care for the Earth Care for One Another Prevent Crime Respond to Disaster Promote Health Instill Happiness Create Great Places Advance Social Justice Strengthen Democracy
  • 9. COMMUNITY IN CRISIS Single-purpose land use Increased mobility More time working Materialism Fear Electronic screens Globalization Professionalization Specialization
  • 10. Building Community Partnerships Requires Government to Move in a New Direction
  • 12. Move from Siloed Thinking
  • 13. To Focusing on Whole Places
  • 14. Little City Halls and Coordinators
  • 15. Move from Starting with Needs
  • 16. To Starting with Strengths
  • 18. What makes Matching Fund unique? ● Community matches with its assets, including volunteer labour ●Community determines priorities ●One time projects only ●Any group of neighbours can apply ●Proposals reviewed by peers ●Quantity and diversity of participation key to selection and evaluation
  • 20. Parks
  • 30. Keys to Neighbourhood Planning ● Comprehensive plan provides framework ●Community initiates the planning ●Community engagement must be broad and inclusive ●City provides funding & technical assistance ●Community hires its own planning expertise ●Community defines its own scope of work ●Community drives plan throughout process
  • 37. Value of community-driven planning: ● Implementation happens – plans don’t sit on the shelf ● Resources are multiplied – government resources leverage community’s ● Appropriate development occurs – respecting unique character of neighbourhood and culture of community ● More holistic and innovative solutions result ● A stronger sense of community is built
  • 38. Other Examples of Government- Community Partnerships: ● Official recognition of neighbourhood associations: Portland, Oregon ● Block party toolkit: Airdrie, Alberta ● Citizen councilors: King County, Washington ● Online participation: Minneapolis, Minnesota ● Decentralized interdepartmental teams: Toronto, Ontario ● Leadership development programs: Indianapolis, Indiana ● Neighbourhood summits: Cincinnati, Ohio ● Office of Great Neighbourhoods: Edmonton, Alberta
  • 39. How do you facilitate bottom-up initiatives from the top-down?
  • 41. Social problems need social solutions… In the past, the left focused on the state and the right focused on the market. We’re harnessing that space in between – society – the ‘hidden wealth’ of our nation. -David Cameron, May 23, 2011
  • 42. Stated Goals for Big Society: ●Give local councils & communities more power ●Make government more transparent ●Reduce government regulation & bureaucracy ●Open government services to new providers ●Increase voluntarism & giving ●Reform welfare to encourage work
  • 43. CRITIC’S PERCEPTION Martin Rowson, Guardian
  • 44. KEY INITIATIVES ● Big Society Bank providing start-up for social enterprise and other community groups ●Big Society Network volunteers facilitating IT support, participatory budgeting and the Big Lunch ●National Citizens Service pilot for 16-year-olds ●Four vanguard communities piloting Big Society ●Monthly crime data published by police ●Localism bill to reduce red tape, provide option for local mayors, give community groups right of first refusal to operate closed facilities, give citizens power to instigate local referendums on taxes and other issues, provide for neighbourhood plans, etc. ●Community Organisers ●Community First
  • 45. COMMUNITY ORGANISERS ● Provide stipends for 500 senior full-time organisers ●Train 5000 professional community organisers ●Utilize principles of Alinsky and Friere ●Identify local community leaders ●Build social capital ●Help residents start their own neighbourhood groups ●Support communities to identify and act on their own priorities ●Manage initiative through Locality, RE:generate and up to 200 local host organisations. ●Make this initiative self-supporting including an Institute to be owned as a mutual by the organisers
  • 46. COMMUNITY FIRST ● 30 million pound Neighbhourhood Matching Fund ●Targeted for “deprived” areas ●Up to 30,000 pounds per area over four years ●Residents match with time ●Supports small neighbourhood improvement projects ●Funding recommendations made locally ●Locally supported by community organizer ●Managed by Community Development Foundation and Community Foundation Network ●Asda supermarket chain partnering for outreach ●Another 50 million pounds intended to leverage 100 million for endowment
  • 47. Suggestions for Central Government ● Decentralize resources as well as authority ●Tie funding to community participation ●Remove barriers to participation ●Don’t over regulate, set predetermined benchmarks, impose programs or otherwise stifle local initiative and innovation ●Focus on whole places rather than discrete functions or problems ●Prioritize “disadvantaged” places but don’t restrict community development to them
  • 48. ● Differentiate between associations and staffed organizations ●Provide resources for community organizing ●Provide training for grassroots citizens as well as local government and non-profits ●Spend less time in cubicles and more in community ●Share stories of community success ●Recognize which things are best done by government and other agencies, which by community, and which through partnership
  • 49. Do No Harm (Hippocratic Oath for Community Workers) ● Don’t distract the community from its own priorities ● Don’t force the community into the agencies’ silos ● Don’t take people’s time without showing results ● Don’t think of the community solely as people and places with needs ● Don’t speak for the community ● Don’t do for people what they can do for themselves ● Don’t make the community dependent on you, funding or other external resources ● Don’t use liability, safety, or other red tape as an automatic excuse to say no to community initiatives
  • 50. Do Some Good Help Agencies to Put the Community First ● Work with agencies to remove barriers to community engagement (e.g. language, liability, runaround, etc.) ● Assist agencies to work collaboratively with a common focus on place ● Train agencies of all kinds on the value and best practices of community-led development ● Allow other agencies to benefit from your relationships with the community
  • 51. Support Communities to Take the Lead ● Help the community to discover its resources and power ● Share tools that enable the community to take the lead ● Assist community associations to network with one another ● Help people find ways to share their gifts with one another ● Pay attention to segments of the community that are being excluded and find ways to engage them ● Raise objections when you encounter discrimination ● Ask questions to get people thinking about root causes ● Develop leaders ● Be on the lookout for potential new leaders ● Share stories of community success ● Practice what you preach by being active in your community
  • 52. Change only happens through action Joop Hofman Jim Diers Rode Wouw joophofman@rodewouw. University of nl Washington ABCD Institute jimdiers@comcast.net