Building government community partnerships


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Presentatie van Jim Diers in Den Haag, maart 2013

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Building government community partnerships

  3. 3. TYPE OF GOVERNMENT’S ROLE CITIZEN’SENGAGEMENT ROLECustomer ServiceProvide services Taxpayer/ ClientCitizen Engage people in Advisor/Participation government’s priorities Volunteer through its processes and programsCommunity Support community to work ProducerEmpowerment on its own priorities through its own associations
  6. 6. 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
  7. 7. COMMUNITY IN CRISIS Single-purpose land use Increased mobility More time working Materialism Fear Electronic screens Globalization Professionalization Specialization
  8. 8. Building Community Partnerships Requires Government to Move in a New Direction
  9. 9. Department of
  10. 10. Move from Siloed Thinking
  11. 11. To Focusing on Whole Places
  12. 12. Little City Halls and Coordinators
  13. 13. Move from Starting with Needs
  14. 14. To Starting with Strengths
  15. 15. Neighbourhood Matching Fund
  16. 16. 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
  17. 17. Playgrounds
  18. 18. Parks
  19. 19. Environment
  20. 20. Food Security
  21. 21. Renovated Facilities
  22. 22. Cultural Centers
  23. 23. Youth Development
  24. 24. Public Art
  25. 25. Move from Top-Down
  26. 26. To Community-Driven
  27. 27. Neighbourhood Planning
  28. 28. Keys to Neighbourhood Planning ● Comprehensive plan provides framework ●Community initiates the planning ●Community engagement must be broad andinclusive ●City provides funding & technical assistance ●Community hires its own planning expertise ●Community defines its own scope of work ●Community drives plan throughout process
  29. 29. Columbia City
  30. 30. Delridge
  31. 31. Value of community-driven planning:● Implementation happens – plans don’t sit onthe shelf● Resources are multiplied – governmentresources leverage community’s● Appropriate development occurs –respecting unique character of neighbourhoodand culture of community● More holistic and innovative solutions result● A stronger sense of community is built
  32. 32. 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
  33. 33. How do you facilitatebottom-up initiativesfrom the top-down?
  34. 34. BIG SOCIETY
  35. 35. Social problems need social solutions… Inthe past, the left focused on the state and theright focused on the market. We’reharnessing that space in between – society –the ‘hidden wealth’ of our nation. -David Cameron, May 23, 2011
  36. 36. Stated Goals for Big Society: ●Give local councils & communities morepower ●Make government more transparent ●Reduce government regulation & bureaucracy ●Open government services to new providers ●Increase voluntarism & giving ●Reform welfare to encourage work
  37. 37. CRITIC’S PERCEPTION Martin Rowson, Guardian
  38. 38. KEY INITIATIVES ● Big Society Bank providing start-up for socialenterprise and other community groups ●Big Society Network volunteers facilitating ITsupport, 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 forlocal mayors, give community groups right of firstrefusal to operate closed facilities, give citizens powerto instigate local referendums on taxes and otherissues, provide for neighbourhood plans, etc. ●Community Organisers ●Community First
  39. 39. 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 ownpriorities ●Manage initiative through Locality, RE:generate andup to 200 local host organisations. ●Make this initiative self-supporting including anInstitute to be owned as a mutual by the organisers
  40. 40. 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 Foundationand Community Foundation Network ●Asda supermarket chain partnering for outreach ●Another 50 million pounds intended to leverage 100million for endowment
  41. 41. Suggestions for Central Government ● Decentralize resources as well as authority ●Tie funding to community participation ●Remove barriers to participation ●Don’t over regulate, set predeterminedbenchmarks, impose programs or otherwisestifle local initiative and innovation ●Focus on whole places rather than discretefunctions or problems ●Prioritize “disadvantaged” places but don’trestrict community development to them
  42. 42. ● Differentiate between associations andstaffed organizations ●Provide resources for community organizing ●Provide training for grassroots citizens aswell as local government and non-profits ●Spend less time in cubicles and more incommunity ●Share stories of community success ●Recognize which things are best done bygovernment and other agencies, which bycommunity, and which through partnership
  43. 43. 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
  44. 44. 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
  45. 45. 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
  46. 46. Change only happens throughaction Joop Hofman Jim Diers Rode Wouw joophofman@rodewouw. University of nl Washington ABCD Institute