Having learned the benefits of sustainable community regeneration in modules 1-3, you are now ready to start taking some community action of your own.
In Module 4, we examine what is needed to turn your community regeneration ideas into projects. We explore your community DNA, partnership building as well as marketing and communication.
In our final section, we provide templates and resources to help you put your community regeneration ideas into action.
Restart+ Module 1 Introduction to Building Sustainable Communitiescaniceconsulting
This document provides an overview of Module 1 of a course on building sustainable communities. The module explores the concept of community regeneration in the context of communities facing decline or crisis. It breaks down the concepts of sustainable community and causes of decline. It looks at building strong teams and regeneration case studies. The final section provides exercises and templates to assess communities before planning regeneration projects.
Restart+ Module 5 Financing your Community Regeneration Projectscaniceconsulting
It’s time to talk money. In this module we demystify funding opportunities and help steer you towards some exciting community regeneration funding opportunities.
You will also learn top tips in grant writing and pitching and how to leverage the funding power of many.
As you have become accustomed to, the final section provide you with a pack of useful exercises and templates to help plan and execute funding and financing related actions for your community regeneration projects.
Restart+ Module 2 Opportunities for Community Regenerationcaniceconsulting
In Module 2, we delve a little deeper into community sustainability and explore opportunities and trends in economic, environmental and social sustainability.
We start with an introduction to the 17 UN Sustainable Goals which are key to community regeneration in the context of the global 2030 Agenda for Sustainable Development.
We end the module as we did in Module 1 with practical exercises and resources you can use to apply your community regeneration learning.
Restart+ Module 6 Sustaining Success and Future Planningcaniceconsulting
Our final module helps you assess what does community regeneration success look like? And how do you evaluate it?
You will also learn that celebrating success is one of the most important things you can do. You will learn about the importance of reassurance marketing, vital as we emerge from the pandemic of 2020.
We provide our last set of practical templates and exercises which you can use to measure the success and impact of your projects and plan for the future for your community regeneration projects.
Restart+ Module 3 Placemaking a Powerful Tool for Community Regenerationcaniceconsulting
In this module, we explore placemaking as a process for community regeneration.
We focus in detail on the four main types of placemaking and hone in on how each one works. We look at some great real life applications of these in communities.
In the final section, we provide you with a pack of useful exercises and templates to help you start using placemaking in the planning of your new regeneration project/s!
Dott07 was a 10-year design promotion program hosted in different regions across the UK every two years. The 2007 program was hosted in North East England and aimed to use design to improve communities and lives, boost the regional economy, and raise awareness of design's value. It included public design projects, education initiatives, and design showcases focused on themes like health, food, energy, education and mobility. The program engaged over 20,000 people and saw some successes, but also had weaknesses in project management, marketing, and regional economic impact.
The document outlines Townsville City Council's Lifelong Learning Strategic Action Plan for 2012-2014. The plan was developed through community engagement to improve access to learning opportunities in Townsville. It identifies four priority areas: 1) programs and participation, 2) access and equity, 3) partnerships and networks, and 4) advocacy. The plan aims to develop partnerships between council and community organizations to meet community learning needs and build a cohesive, self-reliant community through lifelong learning.
The document discusses the achievements of the Inspire East Design Review and Enabling services over five years. It provides feedback from panel members and users of the services. Key points include:
1) The services reviewed 136 schemes and supported 70 projects, providing independent review and advice to improve quality.
2) Feedback was overwhelmingly positive, with the panel management rated highly. Users found value in gaining different perspectives and resolving issues.
3) The impact on improving schemes was seen in modified masterplans and successful applications, though long-term impact is difficult to measure.
4) Panel members emphasized the importance of community engagement, learning from best practices, and focusing on long-term sustainability and placemaking.
Restart+ Module 1 Introduction to Building Sustainable Communitiescaniceconsulting
This document provides an overview of Module 1 of a course on building sustainable communities. The module explores the concept of community regeneration in the context of communities facing decline or crisis. It breaks down the concepts of sustainable community and causes of decline. It looks at building strong teams and regeneration case studies. The final section provides exercises and templates to assess communities before planning regeneration projects.
Restart+ Module 5 Financing your Community Regeneration Projectscaniceconsulting
It’s time to talk money. In this module we demystify funding opportunities and help steer you towards some exciting community regeneration funding opportunities.
You will also learn top tips in grant writing and pitching and how to leverage the funding power of many.
As you have become accustomed to, the final section provide you with a pack of useful exercises and templates to help plan and execute funding and financing related actions for your community regeneration projects.
Restart+ Module 2 Opportunities for Community Regenerationcaniceconsulting
In Module 2, we delve a little deeper into community sustainability and explore opportunities and trends in economic, environmental and social sustainability.
We start with an introduction to the 17 UN Sustainable Goals which are key to community regeneration in the context of the global 2030 Agenda for Sustainable Development.
We end the module as we did in Module 1 with practical exercises and resources you can use to apply your community regeneration learning.
Restart+ Module 6 Sustaining Success and Future Planningcaniceconsulting
Our final module helps you assess what does community regeneration success look like? And how do you evaluate it?
You will also learn that celebrating success is one of the most important things you can do. You will learn about the importance of reassurance marketing, vital as we emerge from the pandemic of 2020.
We provide our last set of practical templates and exercises which you can use to measure the success and impact of your projects and plan for the future for your community regeneration projects.
Restart+ Module 3 Placemaking a Powerful Tool for Community Regenerationcaniceconsulting
In this module, we explore placemaking as a process for community regeneration.
We focus in detail on the four main types of placemaking and hone in on how each one works. We look at some great real life applications of these in communities.
In the final section, we provide you with a pack of useful exercises and templates to help you start using placemaking in the planning of your new regeneration project/s!
Dott07 was a 10-year design promotion program hosted in different regions across the UK every two years. The 2007 program was hosted in North East England and aimed to use design to improve communities and lives, boost the regional economy, and raise awareness of design's value. It included public design projects, education initiatives, and design showcases focused on themes like health, food, energy, education and mobility. The program engaged over 20,000 people and saw some successes, but also had weaknesses in project management, marketing, and regional economic impact.
The document outlines Townsville City Council's Lifelong Learning Strategic Action Plan for 2012-2014. The plan was developed through community engagement to improve access to learning opportunities in Townsville. It identifies four priority areas: 1) programs and participation, 2) access and equity, 3) partnerships and networks, and 4) advocacy. The plan aims to develop partnerships between council and community organizations to meet community learning needs and build a cohesive, self-reliant community through lifelong learning.
The document discusses the achievements of the Inspire East Design Review and Enabling services over five years. It provides feedback from panel members and users of the services. Key points include:
1) The services reviewed 136 schemes and supported 70 projects, providing independent review and advice to improve quality.
2) Feedback was overwhelmingly positive, with the panel management rated highly. Users found value in gaining different perspectives and resolving issues.
3) The impact on improving schemes was seen in modified masterplans and successful applications, though long-term impact is difficult to measure.
4) Panel members emphasized the importance of community engagement, learning from best practices, and focusing on long-term sustainability and placemaking.
BUILDaCHANGE is a non-profit organization that promotes architecture as a human right and tool for social empowerment. It designs and builds facilities like schools, clinics, and sanitation infrastructure for vulnerable communities in developing countries. Its projects are developed using participatory design and focus on capacity building, appropriate technology, and sustainability. BUILDaCHANGE operates through both practical action like collaborating on social programs, and theoretical research into improving cooperation approaches.
- Destination Changemakers is a project by 4 French students to help social entrepreneurs scale up their impact over 9 months in Asia and Africa.
- They will work closely with 3 social entrepreneurs in 3 different countries to solve challenges facing their organizations.
- The team has spent 20 months preparing and will document their experiences to share with the public upon their return to raise awareness of social entrepreneurship.
İn the scope of Urban projects at Erciyes University,Faculty of Architecture,Department of City and Regional planning,i benefited remarkably from Charles Montgomery Concept of HAPPY CİTY.
The concept has helped me plan for Alaçam Municipality(A Samsun district,a Black sea region in Turkey) 2019-2040 General land use plan(Urban project 311,1:5000 scale) and its İmplementation plan (411 urban project,1:1000 scale).
Destination Changemakers is a project aiming at helping social entrepreneurs to scale up and maximize their social impact. After one year and a half of preparation in the UK and France, we will help social entrepreneurs in Asia and Africa during nine months, before coming back to France to share our experience to the general public.
This document provides background information on public participation and citizen engagement. It discusses the history of public participation dating back to ancient Greece and its importance in democratic societies. It also outlines some of the key principles of public participation, including Arnstein's Ladder of Citizen Participation, which categorizes different levels of participation from non-participation to citizen power. The document then examines some of the common problems with current approaches to public participation, such as ineffective methods that fail to genuinely capture community input and instead lead to disconnection between communities and public spaces.
This 3-page document is the 2011-2014 Strategic Plan for the City of Waterloo. It outlines the city's vision, mission, values, and 6 strategic pillars to guide the city over the next 4 years. The first strategic pillar is Sustainability and Our Living Environment. This pillar focuses on acting sustainably to not negatively impact future generations. It identifies objectives such as implementing the city's Official Plan and Environmental Strategy, promoting sustainability within the city, and protecting natural resources. The plan aims to make Waterloo a leader in environmental responsibility.
This document discusses democratic approaches to urban planning and city building. It highlights the importance of public participation and inclusive governance. Some key points made include:
- Cities are changing rapidly and require smart, long-range planning and new forms of devolved governance that give more power to local governments and involve civil society.
- Trickle-down approaches to urban development will not work; planning needs to be participatory and involve city residents.
- Examples of participatory projects, like the High Line in New York City, show how collaboration between the public and private sectors can transform places.
- Design assistance teams provide a model for bringing together multidisciplinary experts to work intensively with communities on planning processes.
Presentation made at the Valley Regional Congress (05/30/2009) regarding outreach best practices and the work currently underway by the Sustainability Committee of the Downtown Los Angeles Neighborhood Council.
Social micro-siting - Increasing acceptance through local adaption Mariann Ma...Winterwind
This presentation outlines an approach for siting wind turbines that increases citizen acceptance through local adaptation. It involves an early and ongoing collaborative process between local citizens, municipalities, and project developers to share information, learn from each other, and gradually adapt the project to local physical and social conditions. The goal is to build social capital and trust in the community which leads to greater acceptance of projects and societal benefits like economic growth and environmental action. Challenges include gaining interest from citizens, establishing trust, and overcoming closed social networks or limited influence.
The document outlines plans for the Open State conference and camp to develop practical solutions for sustainability. The 3-day conference will bring together 150 experts to present on the environmental and social crises and develop initial project ideas. A 5-week camp will then host 50 participants to further develop 10 selected projects related to food, housing, energy, communication and mobility. The goal is to produce open source blueprints and instructions that can be implemented globally to support decentralized sustainable communities. The first Open State will take place in spring 2013 at Schloss Tornow in Germany.
This Slideshow is an open door to a valuable COMMUNITY SOCIAL AND ECONOMIC REGENERATIVE RESOURCE - founded on INCLUSION - it is a graphic/pictorial slideshow of some of my journey in search of Community Gold over the past 20 years. It has been a journey discovery, understanding and change - against the tide of traditional thinking. I encourage you to explore its contrasts, depth and potential value for your own journey. Each slide is linked to more topic-related information on ISSUU.COM
ANIS2012 workshop_challenges for replicationngoinnovation
The document discusses challenges to scaling ICT-agriculture models. It identifies key challenges as engaging ecosystem players across the agricultural value chain, developing sustainable business models, addressing functional illiteracy, ensuring community participation, overcoming technological bottlenecks, and providing funding support. Specific barriers mentioned include lack of collaboration between stakeholders, non-transparency in value chains, need for skills training of village operators, importance of community ownership, issues of connectivity and power infrastructure, and need for advocacy and partnerships to facilitate financial and institutional support. The document argues that addressing these challenges can help replicate and scale successful ICT agriculture pilots to maximize social and economic impacts.
This document discusses social innovation in Korea through citizen participation, coordination, and cooperation. It outlines a social invention process where citizens can propose ideas online that are then evaluated and potentially implemented. Over 3,300 ideas were registered from 2006 to 2008, with 40 being implemented. It also describes programs to help retirees contribute to non-profits and community businesses that address local problems and needs. Coordinators and networks help scale up these efforts to strengthen communities and social economy.
NetHope connects, collaborates with, and helps international NGOs innovatively address pressing global challenges through technology. Over the past decade, NetHope has grown from 7 to over 30 member NGOs and facilitated partnerships between NGOs and companies to develop solutions in areas like emergency response, field capacity building, and innovation for development. Moving forward, NetHope aims to further accelerate connections between organizations, broaden collaborations, and spark innovations to create sustainable positive change worldwide.
A pretty comprehensive summary of the nexus of concepts that my current project .commUNITY is working on. We have rebranded the concept as an Ekosystem.
The presentation is part of the second MOVE Week webinar "PUBLIC SPACE AND PHYSICAL ACTIVITY DURING AND AFTER COVID-19"
The presentation was given by Jeff Risom, Partner and Chief Innovation Officer at Gehl – Making Cities for People, Denmark
Jeff is the Chief Innovation Officer at Gehl, leading a team dedicated to service development and applied innovation. His focus is on the relationship between human experience and design and works to apply people-first design principals to communal ecosystems, such as streets, public space, food systems, and energy. With degrees in Architectural Engineering from the US and City Design and Social Science from London School of Economics, Jeff’s multi-disciplinary background has shaped his cross-cutting holistic approach to all projects. He has worked with both public and private clients as well as non-governmental organisations in Europe, USA, Latin America, India and China.
Equity and Empowerment_L. Altobelli_10.17.13CORE Group
This document provides an overview of the SEED-SCALE methodology for community development and lessons learned from applying it in various international contexts. SEED-SCALE identifies small, successful community activities ("seeds") and facilitates a process for communities to strengthen and expand those successes through a cycle of tasks and multi-stakeholder partnerships. The methodology emphasizes building on community strengths, evidence-based decision making, and behavior change. Case studies from Peru, China, India and other countries demonstrate how SEED-SCALE has been applied at different levels and stages of scale, from strengthening local successes to influencing national policies. Key lessons include the non-linear nature of scaling up, focusing initially on communities with existing momentum, and the importance of long-term partnerships
The document discusses how the European Partnership can help promote integrated sustainability management in Polish cities to address climate change. It describes the Sendzimir Foundation, a knowledge brokering organization in Poland that aims to promote local initiatives for sustainable development. The Foundation sees the European Partnership as important for overcoming challenges faced by Polish cities in implementing integrated management practices and achieving climate policy goals through capacity building and sharing of best practices between cities.
If We Build It, Will It Last? Capacity Strengthening Through A CCCD Approach_...CORE Group
This document discusses Plan International's approach to capacity strengthening at the local level. It focuses on Child Centered Community Development (CCCD), which aims to work with children and youth to address the root causes of poverty. CCCD involves raising rights awareness and building the capacity of those responsible for upholding children's rights. The document also outlines lessons learned from 30 years of local capacity development work, including the need for long-term funding and tools to increase community ownership. It provides examples of youth participation and governance projects in over 15 countries that engaged youth and local governments to improve services.
2011 Community Roundtable Webinar on Social Media TodaySocial Media Today
This is the deck that accompanies the April 2011 Webinar presented on the Social Customer. You can listen to the audio archive for free with simple registration at http://thesocialcustomer.com/37524/audio-archive-2011-state-community-management-report&ref=slideshare
Community mob workshop slides for sharing day 2TMCMED
The document summarizes steps in a community action cycle for community mobilization on health issues:
1. Prepare to mobilize by selecting an issue, forming a team, and gathering community information.
2. Explore the issues and set priorities by analyzing health problems and deciding objectives.
3. Plan together by determining activities, roles, and resources to achieve objectives.
4. Act together by accompanying community actions, strengthening capacity, monitoring progress, and problem-solving challenges.
BUILDaCHANGE is a non-profit organization that promotes architecture as a human right and tool for social empowerment. It designs and builds facilities like schools, clinics, and sanitation infrastructure for vulnerable communities in developing countries. Its projects are developed using participatory design and focus on capacity building, appropriate technology, and sustainability. BUILDaCHANGE operates through both practical action like collaborating on social programs, and theoretical research into improving cooperation approaches.
- Destination Changemakers is a project by 4 French students to help social entrepreneurs scale up their impact over 9 months in Asia and Africa.
- They will work closely with 3 social entrepreneurs in 3 different countries to solve challenges facing their organizations.
- The team has spent 20 months preparing and will document their experiences to share with the public upon their return to raise awareness of social entrepreneurship.
İn the scope of Urban projects at Erciyes University,Faculty of Architecture,Department of City and Regional planning,i benefited remarkably from Charles Montgomery Concept of HAPPY CİTY.
The concept has helped me plan for Alaçam Municipality(A Samsun district,a Black sea region in Turkey) 2019-2040 General land use plan(Urban project 311,1:5000 scale) and its İmplementation plan (411 urban project,1:1000 scale).
Destination Changemakers is a project aiming at helping social entrepreneurs to scale up and maximize their social impact. After one year and a half of preparation in the UK and France, we will help social entrepreneurs in Asia and Africa during nine months, before coming back to France to share our experience to the general public.
This document provides background information on public participation and citizen engagement. It discusses the history of public participation dating back to ancient Greece and its importance in democratic societies. It also outlines some of the key principles of public participation, including Arnstein's Ladder of Citizen Participation, which categorizes different levels of participation from non-participation to citizen power. The document then examines some of the common problems with current approaches to public participation, such as ineffective methods that fail to genuinely capture community input and instead lead to disconnection between communities and public spaces.
This 3-page document is the 2011-2014 Strategic Plan for the City of Waterloo. It outlines the city's vision, mission, values, and 6 strategic pillars to guide the city over the next 4 years. The first strategic pillar is Sustainability and Our Living Environment. This pillar focuses on acting sustainably to not negatively impact future generations. It identifies objectives such as implementing the city's Official Plan and Environmental Strategy, promoting sustainability within the city, and protecting natural resources. The plan aims to make Waterloo a leader in environmental responsibility.
This document discusses democratic approaches to urban planning and city building. It highlights the importance of public participation and inclusive governance. Some key points made include:
- Cities are changing rapidly and require smart, long-range planning and new forms of devolved governance that give more power to local governments and involve civil society.
- Trickle-down approaches to urban development will not work; planning needs to be participatory and involve city residents.
- Examples of participatory projects, like the High Line in New York City, show how collaboration between the public and private sectors can transform places.
- Design assistance teams provide a model for bringing together multidisciplinary experts to work intensively with communities on planning processes.
Presentation made at the Valley Regional Congress (05/30/2009) regarding outreach best practices and the work currently underway by the Sustainability Committee of the Downtown Los Angeles Neighborhood Council.
Social micro-siting - Increasing acceptance through local adaption Mariann Ma...Winterwind
This presentation outlines an approach for siting wind turbines that increases citizen acceptance through local adaptation. It involves an early and ongoing collaborative process between local citizens, municipalities, and project developers to share information, learn from each other, and gradually adapt the project to local physical and social conditions. The goal is to build social capital and trust in the community which leads to greater acceptance of projects and societal benefits like economic growth and environmental action. Challenges include gaining interest from citizens, establishing trust, and overcoming closed social networks or limited influence.
The document outlines plans for the Open State conference and camp to develop practical solutions for sustainability. The 3-day conference will bring together 150 experts to present on the environmental and social crises and develop initial project ideas. A 5-week camp will then host 50 participants to further develop 10 selected projects related to food, housing, energy, communication and mobility. The goal is to produce open source blueprints and instructions that can be implemented globally to support decentralized sustainable communities. The first Open State will take place in spring 2013 at Schloss Tornow in Germany.
This Slideshow is an open door to a valuable COMMUNITY SOCIAL AND ECONOMIC REGENERATIVE RESOURCE - founded on INCLUSION - it is a graphic/pictorial slideshow of some of my journey in search of Community Gold over the past 20 years. It has been a journey discovery, understanding and change - against the tide of traditional thinking. I encourage you to explore its contrasts, depth and potential value for your own journey. Each slide is linked to more topic-related information on ISSUU.COM
ANIS2012 workshop_challenges for replicationngoinnovation
The document discusses challenges to scaling ICT-agriculture models. It identifies key challenges as engaging ecosystem players across the agricultural value chain, developing sustainable business models, addressing functional illiteracy, ensuring community participation, overcoming technological bottlenecks, and providing funding support. Specific barriers mentioned include lack of collaboration between stakeholders, non-transparency in value chains, need for skills training of village operators, importance of community ownership, issues of connectivity and power infrastructure, and need for advocacy and partnerships to facilitate financial and institutional support. The document argues that addressing these challenges can help replicate and scale successful ICT agriculture pilots to maximize social and economic impacts.
This document discusses social innovation in Korea through citizen participation, coordination, and cooperation. It outlines a social invention process where citizens can propose ideas online that are then evaluated and potentially implemented. Over 3,300 ideas were registered from 2006 to 2008, with 40 being implemented. It also describes programs to help retirees contribute to non-profits and community businesses that address local problems and needs. Coordinators and networks help scale up these efforts to strengthen communities and social economy.
NetHope connects, collaborates with, and helps international NGOs innovatively address pressing global challenges through technology. Over the past decade, NetHope has grown from 7 to over 30 member NGOs and facilitated partnerships between NGOs and companies to develop solutions in areas like emergency response, field capacity building, and innovation for development. Moving forward, NetHope aims to further accelerate connections between organizations, broaden collaborations, and spark innovations to create sustainable positive change worldwide.
A pretty comprehensive summary of the nexus of concepts that my current project .commUNITY is working on. We have rebranded the concept as an Ekosystem.
The presentation is part of the second MOVE Week webinar "PUBLIC SPACE AND PHYSICAL ACTIVITY DURING AND AFTER COVID-19"
The presentation was given by Jeff Risom, Partner and Chief Innovation Officer at Gehl – Making Cities for People, Denmark
Jeff is the Chief Innovation Officer at Gehl, leading a team dedicated to service development and applied innovation. His focus is on the relationship between human experience and design and works to apply people-first design principals to communal ecosystems, such as streets, public space, food systems, and energy. With degrees in Architectural Engineering from the US and City Design and Social Science from London School of Economics, Jeff’s multi-disciplinary background has shaped his cross-cutting holistic approach to all projects. He has worked with both public and private clients as well as non-governmental organisations in Europe, USA, Latin America, India and China.
Equity and Empowerment_L. Altobelli_10.17.13CORE Group
This document provides an overview of the SEED-SCALE methodology for community development and lessons learned from applying it in various international contexts. SEED-SCALE identifies small, successful community activities ("seeds") and facilitates a process for communities to strengthen and expand those successes through a cycle of tasks and multi-stakeholder partnerships. The methodology emphasizes building on community strengths, evidence-based decision making, and behavior change. Case studies from Peru, China, India and other countries demonstrate how SEED-SCALE has been applied at different levels and stages of scale, from strengthening local successes to influencing national policies. Key lessons include the non-linear nature of scaling up, focusing initially on communities with existing momentum, and the importance of long-term partnerships
The document discusses how the European Partnership can help promote integrated sustainability management in Polish cities to address climate change. It describes the Sendzimir Foundation, a knowledge brokering organization in Poland that aims to promote local initiatives for sustainable development. The Foundation sees the European Partnership as important for overcoming challenges faced by Polish cities in implementing integrated management practices and achieving climate policy goals through capacity building and sharing of best practices between cities.
If We Build It, Will It Last? Capacity Strengthening Through A CCCD Approach_...CORE Group
This document discusses Plan International's approach to capacity strengthening at the local level. It focuses on Child Centered Community Development (CCCD), which aims to work with children and youth to address the root causes of poverty. CCCD involves raising rights awareness and building the capacity of those responsible for upholding children's rights. The document also outlines lessons learned from 30 years of local capacity development work, including the need for long-term funding and tools to increase community ownership. It provides examples of youth participation and governance projects in over 15 countries that engaged youth and local governments to improve services.
2011 Community Roundtable Webinar on Social Media TodaySocial Media Today
This is the deck that accompanies the April 2011 Webinar presented on the Social Customer. You can listen to the audio archive for free with simple registration at http://thesocialcustomer.com/37524/audio-archive-2011-state-community-management-report&ref=slideshare
Community mob workshop slides for sharing day 2TMCMED
The document summarizes steps in a community action cycle for community mobilization on health issues:
1. Prepare to mobilize by selecting an issue, forming a team, and gathering community information.
2. Explore the issues and set priorities by analyzing health problems and deciding objectives.
3. Plan together by determining activities, roles, and resources to achieve objectives.
4. Act together by accompanying community actions, strengthening capacity, monitoring progress, and problem-solving challenges.
1. Community development is a process conducted by community members to not only create more jobs and infrastructure, but also help their community become better able to manage change. It builds physical, financial, human, social and environmental capitals.
2. Development means increasing choices, while growth just means more of the same. Development can occur without growth and growth can occur without development.
3. Economic development is part of community development by seeking to build all five community capitals, not only enhancing the economy but also the environment, social structures, attitudes and assets.
Evaluating community projects
These guidelines were initially developed as part of the JRF Neighbourhood Programme. This programme is made up of 20 community or voluntary organisations all wanting to exercise a more strategic influence in their neighbourhood. The guidelines were originally written to help these organisations evaluate their work. They provide step-by-step advice on how to evaluate a community project which will be of interest to a wider audience.
What is evaluation?
Put simply, evaluation by members of a project or organisation will help people to learn from their day-to-day work. It can be used by a group of people, or by individuals working alone. It assesses the effectiveness of a piece of work, a project or a programme. It can also highlight whether your project is moving steadily and successfully towards achieving what it set out to do, or whether it is moving in a different direction. You can then celebrate and build on successes as well as learn from what has not worked so well.
Why evaluate?
Although evaluation may seem like an unnecessary additional task if you are already short of time and resources, it can save you both time and resources by keeping participants focused on, and working towards, the ultimate goal of the project. If necessary, it can refocus activity away from unproductive or unnecessary work.
The document provides an overview of the State of Community Management 2014 report, which assesses the maturity of online business communities using a Community Maturity Model. It describes how the model was developed with input from community managers and can be used to understand, plan for, and evaluate community programs. The research analyzes data from 164 communities to assess performance, identify standards and strengths, and provide opportunities for growth. It also provides examples of how companies like Johnson Controls and Microsoft have applied the model within their own organizations.
This document provides an overview and introduction to a manual aimed at helping disenfranchised groups develop their revenue-generating projects into sustainable social enterprises through creating a business plan. The manual uses experiential learning methods and breaks the process down into 8 modules covering topics like market research, marketing strategy, operations and management. The goal is to help participants understand basic business concepts and skills in a way that is relevant to their experience so they can create an enterprise that generates income and provides opportunities to improve their lives and exit poverty.
This document provides an overview of community development. It defines community development as a comprehensive process to manage change that involves citizens creating a shared vision for the future. The key aspects of community development include organizing stakeholders, analyzing community conditions, developing a strategic plan through public participation, implementing programs and projects, evaluating outcomes, and sustaining efforts over time. Successful community development focuses on building social capital and developing leadership, economic, and human resources in a balanced, holistic manner.
Thank you for the presentation. Developing a comprehensive project plan takes significant effort and collaboration. I wish you all the best moving forward with implementing your recommendations.
Create a detailed work plan that lays out concrete action.docxstudywriters
The document outlines the MAP-IT framework for planning and evaluating public health interventions. It discusses the five phases of the framework: Mobilize, Assess, Plan, Implement, and Track. For each phase, it provides key questions to consider and lists critical elements that are important to include in a public health intervention. The overall goal of the MAP-IT framework is to help public health professionals and communities create a plan to achieve Healthy People 2020 objectives and make progress toward healthier communities.
Create a detailed work plan that lays out concrete action.docxstudywriters
The document provides guidance on planning and evaluating a public health intervention using the MAP-IT framework, which stands for Mobilize, Assess, Plan, Implement, and Track. It outlines key questions to consider and critical elements for each step of the MAP-IT process. Specifically, it discusses mobilizing partners, assessing needs and resources, creating a goal and strategies in the plan, implementing the plan through concrete action steps and timelines, and tracking progress.
80 PART ONE Physical Activity Management Program tool kitHelen Sutherland
The document outlines 10 steps for planning a physical activity management program, including gathering support from stakeholders, appointing roles, planning activities based on community needs, developing and documenting the program, seeking feedback, allocating a budget, promoting the program, developing action plans, evaluating the program, and planning for future programs. It provides guidance for both students and supervisors on effective strategies for planning, implementing, and managing a community exercise program through partnership between the City of Wanneroo and Edith Cowan University.
This document provides a 10 question test to assess an organization's readiness for replicating its social program or venture. It introduces the test and explains that completing it thoroughly can help inform decisions about replication and save headaches later on. The test addresses issues like whether the organization has proven social impact, a sustainable business model, support from stakeholders, and whether its approach is adaptable to new contexts. Scoring the questions can reveal how ready an organization is for the resource-intensive task of replication. Working through the test is the first step in the Prove stage of determining suitability and preparing for the replication process.
The Big Lottery Fund in Scotland distributes £257 million between 2006-2009 for community projects. To make a good application, clearly demonstrate that the proposed project addresses an identified community need through evidence. Describe the activities and anticipated outcomes in a clear and specific manner. Ensure financial information is accurate and sustainability plans are outlined. Thoroughly tracking progress and evaluating the project's success are also important.
The document provides guidance on defining and establishing an online community. It discusses identifying a community's mission, goals, and values to create a strategy. The key elements of a strategy are the community's mission as the overall impact, goals as targets to support the mission, objectives as measurable milestones, and values as important behaviors. It also discusses establishing community guidelines and rules to keep members safe and respectful.
COPAR or Community Organizing Participatory Action Research is a social development approach that aims to transform apathetic communities into dynamic ones that participate in the political process. It is a collective, participatory process of building people's organizations to address their needs and exploitve conditions. COPAR involves four phases - pre-entry, entry, organization-building, and sustenance. The pre-entry phase includes selecting sites and identifying potential communities. The entry phase focuses on integrating with the community. The organization-building phase forms community groups. The sustenance phase supports established community organizations.
The document provides an overview of key concepts in community development including definitions of community and community development, the distinguishing characteristics and assumptions, values, and principles of community development. It describes the community development process which involves organizing, analyzing data, communicating, planning, implementing plans, evaluating, celebrating achievements, and sustaining efforts. The process aims to increase community assets and resources through participation. It emphasizes that successful community development requires balancing leadership development, economic development, and a holistic approach.
This document provides an overview of community development. It defines community development as a comprehensive process managed by citizens to create a shared vision for the future of their community. The document outlines the key assumptions, values, principles, and steps of the community development process, which includes organizing stakeholders, analyzing community conditions, developing and implementing an action plan, evaluating progress, celebrating achievements, and sustaining the process over time to continue working towards the community's vision. Citizen participation and empowerment are emphasized throughout.
Mastering Social Media: Workshop 2 Exercises - Social Media Strategy DevelopmentHamill Associates Ltd
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Restart+ Module 4 Turning Community Regeneration Ideas into Action
1. Module 4
Turning Community
Regeneration Ideas into Action
This programme has been funded with
support from the European Commission
www.restart.how
This project has been funded with support from the European Commission. This
publication [communication] reflects the views only of the author, and the
Commission cannot be held responsible for any use, which may be made of the
information contained therein.
2. MODULE 4
OVERVIEW
Having learned the benefits of
sustainable community regeneration
in modules 1-3, you are now ready to
start taking some community action
of your own.
In Module 4, we examine what is
needed to turn your community
regeneration ideas into projects. We
explore your community DNA,
partnership building as well as
marketing and communication.
In our final section, we provide
templates and resources to help you
put your community regeneration
ideas into action.
Intro
Activating your Communities DNA – its
characteristics, assets and sources of strength
01
Leveraging support and commitment from
your community and community diaspora02
04
KEY
ACTION
PACK 4:
Building key Public, Private and Community
Partnerships
The Resources you need – people power,
finances and more
Useful exercises and templates to putting
your community regeneration ideas into
action
03
Turning Community Regeneration Ideas into
Action – How change happens
3. RESTART+ communities in action
Community Regeneration Plans can help make community change
happen – in this section we explore 7 key steps in developing a
strategic approach
INTRO: Turning Community Regeneration
Ideas into Action
4. RESTART + communities in action RESTART + communities in action
What is a Community
Regeneration Plan?
A Community Regeneration Plan is an
overall framework for action which
indicates, in general terms, how the
proposed community regeneration will be
achieved.
A good Community Regeneration Plan
should address the challenges and
problems faced by the community and
should offer solutions.
5. RESTART + communities in action
A Community Regeneration Plan should outline
the 360-degree approach from the starting
point (challenges to be addressed), the steps to
solutions, through to implementation and
follow-up.
Let’s review the 7 steps you will need to take to
bring your community regeneration project to
life..
Community Regeneration Plan
6. RESTART + communities in action
Developing a community project should never be a
one-person job. You need to gather a group of
competent individuals to participate in the planning
process. This will help you distribute the workload
accordingly to complete each task on time.
Identify community champions – who will help
extend your reach into the community and will be
the energy that help sustain planned interventions?
Having more minds work on the project will open
up more opportunities and ideas. Your project will
be stronger by engaging with people in your
community honestly and openly and being
prepared to listen to what they have to say and
genuinely respond to it.
Step 1: Forming a project
committee
The Skills/Competencies Audit you completed in
Module 1 will help you with this task
Key Elements of a Community Regeneration Plan
7. Sometimes all a successful committee
needs is a shared vision and passion
Ruth Garvey-Williams is one of the founding members of The Exchange
(www.exchangeinishowen.ie) an award-winning Irish voluntary-run
community centre and registered charity committed to innovating creative
projects to benefit their community.
“It was July 2012 and with representatives from six community
groups and social enterprises, “The Exchange” committee was
formed - the name chosen both to remember what was past
and describe the future. None of us had any idea what we were
getting ourselves into and most of us had no idea what we
were doing. Governance. Company registration. Insurance.
Grant applications. Policies. Health and Safety... (but) Bernie
Doherty gave voice to our core values: Community,
Innovation, Wellbeing - the three pillars that would form the
foundation and focus of our partnership.”
KEY INSIGHTS
8. RESTART + communities in action
What are the challenges facing your community
at the moment?
What will be the specific needs of your
community in the near future?
Try to come up with a brave, new radical
solution – one that will set your community
apart and make your project easier to finance.
Be sure to actively involve your community in
determining their futures by doing this you can
inspire more people to be engaged for the long
term.
Step 2: Deciding on your
community regeneration project
The Articulating Community Challenge you completed
in Module 1 will help you with this task
Key Elements of a Community Regeneration Plan
9. Finding the right idea can take
some soul searching
Shane Kerrigan bought an unfinished development in the
centre of Manorhamilton and 14 months later with the
help of an expert team, he turned it into a new state of
the art tourist and cultural hub called W8
(www.w8centre.ie )
Shane admits there was a “lot of soul
searching” involved in trying to decide the
final format for the multi-phase development.
“I grew up here and I could see a need for
something of this kind of development (W8)
and I really felt that we could make a positive
difference to the town and the area,” he said.
KEY INSIGHTS
10. RESTART + communities in action
Goal-setting will help keep your community
committee focused on the desired outcomes.
Once you have your goals established, you can
then start defining the tasks that need to be
completed in order for the project to deliver.
In Module 3, we learned about Kiltylive – the
online social media campaign launched by
Kiltyclogher village, Ireland to attract one new
family to their village in an attempt to keep their
school open. They exceeded their goal by 800%
within six weeks as 8 new families moved to the
village.
Step 3: Setting Goals for your
Community Regeneration project
Key Elements of a Community Regeneration Plan
11. RESTART + communities in action
Most community regeneration projects need
funding to get off the ground.
Small scale projects may be able to be funded
from existing community funds or local
fundraising, but large-scale projects will need
funding from multiple sources to get off the
ground.
Step 4: Proposed Project Costs and
Researching Funding Mechanisms
Key Elements of a Community Regeneration Plan
We will look at financing your projects in much more
detail in Module 5
12. “Finding funding to develop your infrastructure,
properly run your services, cover core costs, train
staff and volunteers, and become a sustainable
organisation is one of the biggest challenges
facing any community, and it is an ongoing
challenge.
Make sure you only apply for funds that really
match your project and ensure your submission is
in exactly the right format. See Module 5 for a
guide to funding success”.
Advice from a Community
Regeneration Funding Expert
Orla Casey is a funding expert (www.momentumconsulting.ie) and a director of Leitrim Food Enterprise Zone CLG
KEY INSIGHTS
13. RESTART + communities in action
A project timeline will keep everyone focused
and on track.
You can use a simple tool like a Gantt chart (see
template at the end of this module) or online
tracking tools to make a list of the necessary
steps to complete before the proposed deadline.
For large scale projects, be mindful that raising
finance could take up to 2/3 of the project
timeline and be an ongoing focus!
Step 5: Creating a project
timeline
Key Elements of a Community Regeneration Plan
14. RESTART + communities in action
A project timeline will keep everyone on the
same page.
You can use a simple tool like a Gantt chart (see
template at the end of this module) to make a
list of the necessary steps to complete before
the proposed deadline.
The timeline would also serve as a reference to
make sure you’re on the right track.
For large scale projects, be mindful that raising
finance could take up to 2/3 of the project
timeline!
Step 6: Project Implementation
Key Elements of a Community Regeneration Plan
15. RESTART + communities in action
Lots of community projects may sound compelling
and seem worthwhile, but it is hard to know if
they actually achieve their goals without collecting
data and conducting an evaluation.
Evaluation provides a window into whether, why
and how projects and programs achieve their
goals. Evaluation is also essential to ensure that
community resources and funds are utilised in an
efficient way and to achieve the greatest possible
impact.
Evaluating your projects is often a funding
requirement. It is also a good practice to uncover
any required project refinements/enhancements.
Step 7: Project Evaluation
Key Elements of a Community Regeneration Plan
We will look at key success factors and evaluating your
projects in much more detail in Module 6
16. RESTART + communities in action
Tapping into your unique characteristics, assets and sources of strength
SECTION ONE: ACTIVATING YOUR COMMUNITY
DNA
17. RESTART + communities in action
In module 1, we looked at the characteristics of
great communities and how great communities
know their strengths and opportunities and how
to combine these to create a sustainable vision
or plan for the future.
We learned how each community's unique
combination of assets form its DNA and a
foundation on which to build its future.
In the section which follows, we will delve
deeper and explore the DNA of some
communities and how they have utilised it to
build strong community regeneration projects.
Your community's DNA,
characteristics, assets and sources
of strength
18. The Food Hub and Leitrim Food Enterprise Zone –
testaments to a DNA in Food Heritage in Ireland
In Module 1, you learned about the Food Hub and how the Lairds
jam factory was transformed in 2004 by Drumshanbo Community
Council into a unique strategic infrastructure & training resource
dedicated to the food sector.
Building on the success of the Food Hub and Drumshanbo’s strong
food legacy, a new innovative project was instigated in 2018 and
now has secured funding and is in its realisation stage (2021).
Drumshanbo has truly embraced its food legacy as part of its DNA
and it continues to explore projects in the food sector which can
further develop the local economic regeneration and prosperity of
their community.
The Leitrim Food Enterprise Zone is Ireland's first food enterprise
zone, a new visionary concept and innovative approach which will
act as a premium location magnet for new food start-ups and
relocating food businesses.
CONTINUING A
STRONG LEGACY OF
FOOD PRODUCTION
CASE
STUDY
19. COMMUNITY WELLBEING AT ITS HEART
- THE EXCHANGE INISHOWEN, DONEGAL
Founded in 2013, The Exchange Inishowen is an award-
winning voluntary-run community centre and registered
charity dedicated to supporting and developing their local
community, empowering social enterprise and small businesses,
encouraging positive mental health & wellbeing and promoting
culture & heritage. The Exchange is committed to innovating
creative projects to benefit the local community.
Mindful of their dispersed population and high dependency
age profile of their local community, The Exchange has the
promotion of community wellbeing at its heart.
For example, each year since 2014, they have provided a
delicious three-course home-cooked Christmas Dinner with live
entertainment for people who are on their own, coping with
bereavement or changed circumstances or those who'd like to
experience a different kind of Christmas. Read more:
FOCUS ON THE
WELLBEING
NEEDS OF THEIR
COMMUNITY
CASE
STUDY
20. CASE
STUDY
#EVERYBODYlovesENNIS - ‘Visionary’ plan to
boost Ennis’ post-Covid recovery
The #EVERYBODYlovesENNIS plan focuses on the development of
tourism and economic activity in Ennis and the role it will play is
regenerating the tourism industry across Co. Clare. Ennis contains
21% of the county’s bedstock and is an important factor in
attracting and retaining visitors to the county.
Project research led to a new focus for the marketing of Ennis
emphasising the role of its people, community and strong cultural
base.
‘‘The historical foundations of Ennis as an island presents a
fascinating story for visitors, while the historic town boundary takes
the form of an attractive heart shape. This will form the basis for a
new branded approach for the town and a new energy behind the
profiling and promotion of the town.”
TOURISM
CAMPAIGN BASED
ON THE
HISTORICAL
FOUNDATIONS OF
THE TOWN
Source: Clare Champion
21. CASE
STUDY
BALLYHOURA, IRELAND – A NATURE AND
ADVENTURE LOVERS PARADISE
Situated at the crossroads of Munster, Ireland on the borders of
counties Tipperary, Limerick and Cork, Ballyhoura Country is an area
of undulating green pastures, woodlands, hills and mountains.
For adrenaline seekers experience all the thrills of the hills as you go
mountain biking on the Ballyhouras, Ireland’s very first dedicated
mountain biking centre, with over 90 km of world-class purpose-
built trails, or book in for action-packed activities at Ballyhass Lakes
including kayaking, rock climbing, archery or even axe throwing.
Ballyhoura Development CLG has championed and funded the
development of many of regions community groups. For example,
Ballyhoura Beo which is a Community Service Program which aims
of Ballyhoura Beo is to promote outdoor recreation sports and
environmental education. Ballyhoura Beo is a social enterprise and
is not for profit. All monies raised are reinvested into community
amenities and future events.
NATURE AS AN
COMMUNITY
ASSET
Source: Ballyhoura Development
22. CASE
STUDY
Aigas Community Forest, Scotland –
a community run social enterprise
NATURE AS AN
COMMUNITY
ASSET
Source: Aigas Community Forest
Aigas Community Forest is a community run social enterprise managing
the 260ha Aigas Forest as a productive, working forest providing social,
economic and environmental benefits for residents of and visitors. On
March 5th 2015, the purchase of the Aigas woodland from Forestry
Commission Scotland by the community was completed and after six
years of planning and fundraising Aigas Community Forest was officially
open for business. The community felt compelled to get involved in the
management of the wood having witnessed how it was poorly managed
over a 20 years period. They completed studies which demonstrated
that the woodland could be run as a profitable enterprise while also
providing benefits for the community in a sensitively managed manner
from a nature conservation standpoint.
The project is an excellent example of sustainable community
intervention and regeneration with social, economic and environmental
benefits.
23. Restart+ Northern Ireland brings you this interview with Lough Neagh Development
Trust. Lough Neagh is the biggest body of fresh water on the island of Ireland and the
lough itself and the lands around the banks provide a way of living for many
communities.
NATURE AS AN
COMMUNITY
ASSET
24. RESTART + communities in action
SECTION TWO:
5 TOOLS TO LEVERAGE SUPPORT AND
COMMITMENT FROM YOUR COMMUNITY
AND DIASPORA
25. RESTART + communities in action
The success of your project depends largely on
how well you are able to engage your community.
Community/stakeholder input can help you
shape your project vision, ensure you are
responding to local needs, and help you to build
support for your development ideas. Ideally, your
community should be involved from a very early
stage; this will help you to form lasting
relationships with community members, and
ensure your development will be an addition to
the community that everyone can be proud of. In
this section, we explore 5 tools you can use to
leverage and engage your community/diaspora in
projects.
LEVERAGING SUPPORT AND
COMMITMENT FROM YOUR
COMMUNITY AND DIASPORA
26. RESTART + communities in action
TOOL 1: EMPATHY AND
DESIGN THINKING
Empathy is one of the most important skills any
community leader can have and it is a powerful
thing when used in conjunction with Design
Thinking.
Design thinking is a problem solving approach
that puts people first. Design thinking in a
community setting works by developing an
understanding of community problems through
engaging with those affected – the community
members. Its approach to solving problems is
participatory, involving the users in finding
solutions.
Let’s look at how Design Thinking differs to
Business Thinking and Creative Thinking and is a
powerful middle ground.
27. Community Regeneration Mindset: Design Thinking is optimum
Left Brain
Rational and Structured
Focused on analysis
Dealing with well-defined problems
A problem is something to get out of
the way
Mistakes are not tolerated
Analyse > decide
Focused on parts of the problem
Using both sides of the brain to solve problems
Switching at will between rational & structured
to a more emotional & intuitive
Iterating between analysis and synthesis
Dealing with ill-defined problems
A problem is the start of the process
Mistakes are learning experience
Analyse > Ideate > prototype > evaluate > decide
Zooming in and out, taking the problem apart to
reassemble it in a different way
Right Brain
Emotional and intuitive
Focused on synthesis
Dealing with undefined problems
There is no problem
There is no mistakes
Perceive > ideate > decide
Holistic Focus
Business Thinking Design Thinking Creative Thinking
28. RESTART + communities in action
TOOL 2: STORYTELLING FOR
COMMUNITY FACILITATION
Stories are important — they carry the memory of
a community. Storytelling is a powerful catalyst for
connecting people to each other and places.
These types of connections are essential
ingredients for positive change through
community and economic development. Stories
are a useful lens for collectively examining and
formulating the necessary steps to actualize the
next generation of our communities.
Storytelling can be used to great effect to leverage
community engagement in regeneration planning.
Instead of starting off discussions with the
standard questions of vision, goals, needs and
issues, we could ask people to share stories AND
as community members to swap stories about
why your community is important to them. Source: K&A
29. RESTART + communities in action
Why storytelling works?
Stories define the very essence of human life
You begin to feel a connection
Common values are identified and messages are
communicated
Themes like family, love, friendship, overcoming challenges
and others are common to every nation – global reach
potential
Even if they previously had no interaction with your
community group/committee before, a compelling story can
give your community members an incentive to become
more engaged and get involved
30. RESTART + communities in action
Appreciative Inquiry Storytelling Technique
Appreciative Inquiry Storytelling Technique does not ask what a community should be
like. Instead, it asks residents to remember the best times in their community, and
determine how to emulate those times for the future.
• Collected community stories must be actively used in your project, not just
"mapped" and listed as possible resources.
• Ask residents more than just "yes or no" questions.
• Be prepared to explain why you are asking about the community. NOTE: It shouldn't
be that you are there to "fix" the place
• Stories will help you to know what has worked in the community.
• Look for patterns in the stories and apply these patterns to the way your project
matures.
31. RESTART + communities in action
There are four key things to do to tell a great
story
1. Base it on a character your audience can
empathize with or around a community
dilemma your audience can relate to
2. Build tension whether through curiosity,
intrigue or actual danger.
3. Offer the right level of detail. Too little and
the story is not vivid; too much and it gets
bogged down.
4. End with a satisfying resolution, whether
it’s funny, moving or revealing.
How to tell a great story…
32. RESTART + communities in action
TOOL 3: BOTTOM-UP
APPROACHES
Bottom-up approaches emphasise the
participation of your local community in
development initiatives. Bottom-up approaches
enables community members to set goals and the
means of achieving them.
They also ensure community ownership, and
commitment and accountability to the
development project as it seeks development from
below. Bottom-up approaches have great potential
to leverage support from your local community as
they are included in the process from the very
beginning. Marrying your bottom-up approaches
to key top down (local government etc)
community development plans makes for a strong
project.
33. RESTART + communities in action
North East and West Kerry Development (NEWKD)
applied a bottom-up approach in the creation of their
Smart Village Strategy of Dingle.
Extensive community-level consultations took place
over a six-month period, during which there were
public meetings, engagements with civil society
organisations, widespread awareness-raising actions,
group and citizen surveys and representations to
statutory bodies.
Community organisations were directly empowered in
the process, and civil society will have a pivotal role in
leading and directing the project over the coming
years.
Best practices in Community Strategy
Planning – Bottom Up Approach
Read: Dingle’s Smart Village Strategy
34. RESTART + communities in action
TOOL 4: INCLUSION /
FOCUS ON DIVERSITY
Inclusion is one of the most important elements of
community development and regeneration. As we
learned in Module 1, Great communities recognise
that inclusion and a sense of belonging is
important to one's quality of life. By fostering an
inclusive and open ethos, your community group
can benefit from a diversity of thinking and
opinion and leverage more interest from the wider
community.
Diversity implies different perspectives, and it is
needed to help you think creatively, outside of the
box and connect the dots. Diversity of thought can
help your community group sway away from that
which is too linear, from extrapolating too readily
from the past and making simplistic assumptions
about the future.
35. The combination of different groups and
creative individuals…facilitated a new era
of innovation
- Ruth Garvey-Williams is one of the founding members of The Exchange (www.exchangeinishowen.ie) an award-winning
voluntary-run community centre and registered charity committed to innovating creative projects to benefit their
community. Ruth has written a ten part series on The Story of the Exchange on Linkedin
“One of the simplest (and most popular) science
experiments involves adding Mentos to Coke Cola with
explosive results. Bringing people together is a risky
business, especially if there are conflicting or competing
agendas.
Yet in those early days at The Exchange, we somehow
avoided pitfalls and instead saw the positives of dynamic
interactions. The combination of different groups and
creative individuals in a shared space facilitated a new era
of innovation and experimentation, an exciting explosion of
creativity.”
KEY INSIGHTS
36. RESTART + communities in action
TOOL 5: SOCIAL
MEDIA/TECHNOLOGY
Taking advantage of both established and
emerging digital tools can help maximise
engagement and buy in for your community
regeneration project.
During the COVID19 pandemic, technology
enabled community groups to meet and continue
their work. It also opened up some new
opportunities for community members to
connect and come together whilst apart. One
such way was through #virtualvolunteering.
Technology can help your committee to connect
with your community's diaspora overseas and
leverage their support for projects back home.
37. RESTART + communities in action
What is Virtual Volunteering? Virtual
volunteering means volunteer tasks are
completed in whole or in part, via the
Internet and a home or work computer.
With the ongoing COVID19 pandemic, many
people are un/under-employed who might
be interested in virtual volunteering.
Like many things in a post COVID19 world,
Virtual Volunteering (like remote working) is
expected to become the norm so now is for
your community group to develop into a
great place where people can volunteer
virtually!
Leverage support/community
engagement innovatively via novel
approaches like Virtual Volunteering
38. RESTART + communities in action
The digital era and online crowdfunding
platforms has made raising funds for your
community regeneration projects quite easy
to set up and run.
When COVID19 hit and the successive
lockdown and social distancing rules ensued.
Fundraising like everything else (work,
communication etc.) too went online with
technology not only being key to fundraising
locally but also being a useful tool to leverage
support for community diasporas across the
world.
Technology can also be used to illicit
financial/match funding support
from community or diaspora
members
We will look at financing and crowdfunding your
projects in much more detail in Module 5
39. RESTART + communities in action
Spotlight on some key community development projects which were
brought to life by a public, private and community partnerships
SECTION THREE: BUILDING KEY PUBLIC,
PRIVATE AND COMMUNITY PARTNERSHIPS
40. CASE
STUDY
A PUBLIC, PRIVATE AND COMMUNITY
PARTNERSHIPS WAS KEY TO MODAM’S SUCCESS
MODAM is an initiative led by Arranmore Island Community Council
in partnership with Donegal County Council, The Department of
Rural and Community Development, Three Ireland and Grow
Remote. Arranmore Island Community Council is a democratically
elected committee working to promote the sustainability of the
island. Modam is a key initiative designed to entice people to visit
and move back to Island.
Located on the beautiful of Árainn Mhór Island (Arranmore), Ireland
three miles off the Donegal coast on the Wild Atlantic Way, MODAM
is Ireland's first offshore shared digital workspace with onsite
accommodation, 11 desks and a dedicated meeting space. MODAM
has been designed to suit both short and long term rental for
remote work, projects or just a change of scenery.
SOCIAL
ECONOMIC
41. This 9 minute video from Three Ireland details their involvement in making Arranmore
the most connected island in the world
42. Leitrim Food Enterprise Zone, Ireland – brings
together strong public, community, private
balance
The Food Enterprise Zone has been constituted to reflect a strong
public – community - enterprise balance.
It involves representatives of stakeholder organisations such as HEIs
(Letterkenny and Sligo ITs), enterprise agencies (Local Enterprise
Offices of Leitrim and Sligo), agriculture, food industry networks
and clusters (e.g. Taste Leitrim network of 35 food companies and
National Organic Training Skillnets),regional economic development
bodies (Western Development Commission), community (financial
support of Drumshanbo Credit Union) and industry (led by The
Shed Distillery founder Pat Rigney).
The Leitrim Food Enterprise Zone public, private, community
partnership enables the sharing of knowledge and best practice
between stakeholders which will be converted into wider
innovation in practice at regional/national level.
ECONOMIC
CASE
STUDY
43. CASE
STUDY
Scotland’s Business Improvement Districts - help
local businesses to improve their communities
In Scotland, Business Improvement Districts (BIS) are part of town,
tourism and visitor areas, commercial districts, or specific themes
(such as food and drink), in which businesses work together to
invest in local improvements. The BIDs model is designed to help
local businesses to improve their communities. BIDs can only exist if
they get support from a clear majority of local businesses in a vote.
They operate for up to five years and are developed, managed and
paid for by businesses through a compulsory BID charge. There are
37 BIDs in Scotland and the model has been used in different
environments, including town centres, business parks, industrial
estates and tourism initiatives. The Scottish Government funds
Scotland’s Towns Partnership to provide a national support service
for developing and established BIDs. You can learn more on the
National Improvement Districts website:
www.improvementdistricts.scot
BUSINESS LED
INNOVATION/
REGENERATION
44. The Giffnock Village BID was established in 2013 by local businesses who decided they
needed a financial pot to levy and develop unique events such as the Giffnock Village
Classic Car Spectacular
45. RESTART+ communities in action
Your project may need to tap into a variety of community assets or
resources to help bring it to life. Let’s take a look at some common
ones..
SECTION FOUR: THE RESOURCES YOU NEED
46. RESTART + communities in action
A community asset (or community resource, a
very similar term) is anything that can be used to
improve the quality of community life. You and
everyone else in the community are potential
community assets.
Everyone has some skills or talents, and everyone
can provide knowledge about the community,
connections to the people they know, and the
kind of support that every effort needs - making
phone calls, stuffing envelopes, giving people
information, moving equipment or supplies -
whatever needs doing.
COMMUNITY ASSETS
47. RESTART + communities in action
Residents can be empowered to realize and use
their abilities to build and transform the
community. The stay-at-home mom or dad who
organizes a playgroup. The informal
neighborhood leader. The firefighter who risks
his life to keep the community safe. These are
all community assets.
The more people you can get motivated and
aware of your efforts and your goals for your
community, the more quickly and deeply
change will come about.
PEOPLE POWER
48. RESTART + communities in action
This can be a physical structure or place -- a
school, hospital, church, library, recreation
center, social club. It could be a town landmark
or symbol. It might also be an unused building
that could be repurposed for a community
regeneration purpose. Or it might be a public
place that already belongs to the community --
a park, a wetland, or other open space.
Your new regeneration project might focus on
improving an existing physical community
assets or perhaps creating a new one.
PHYSICAL COMMUNITY ASSETS
49. RESTART + communities in action
Community Services can be assets/resources
that you can use to bring your regeneration
project to life. They are the things that makes
life better for some or all community
members - public transportation, early
childhood education center, community
recycling facilities, cultural organization.
It can be a business that provides jobs and
supports the local economy. Your new
regeneration project might focus on
improving an existing community service or
perhaps creating a new one.
COMMUNITY SERVICES
50. RESTART + communities in action
The local economy could be an asset your new
community regeneration project can tap into and
likewise your project could become an asset to
your local economy.
Communities and their projects have economic
power: the people they hire, the supplies they
purchase, the skills they teach, and the resources
they offer all affect the local economy.
LOCAL ECONOMY
Not sure about how your project impacts the local
economy? See exercise 3 in the key action pack which
follows
51. RESTART + communities in action
As we mentioned earlier, most community
projects need funding to get off the ground.
Small scale projects may be able to be funded
from existing community funds or local
fundraising but large-scale projects may need
funding from multiple sources to get off the
ground.
In Module 5, we will delve deeper into the world
of project funding and finance.
FUNDING/FINANCES
52. RESTART + communities in action
1. The Community Wheel
2. The Connecting Tool
3. Public, Private, Community
Partnership/Associations Exercise
4. Local Economy Impact Exercise
Key Action Pack 4Turning Ideas into Action – useful
exercises and templates
The Community Wheel and the Connecting Tool are simple ways to present the
resources available to you in the community and show the connection each has to your
project. Let's look at each of these tools and how to use them:
53. RESTART + communities in action
1. The Community Wheel
This tool captures the assets of a community along the six asset
categories discussed so far in this course:
• individuals/residents
• associations
• institutions
• physical spaces
• the local economy
• stories of the community
Using the Community Wheel
Use the Community Wheel to write examples of the six types
of assets found in the community of your project.
Download and print a copy of the Community Wheel tool to
use for this exercise: TheCommunityWheel.pdf
Source: Visit Campus
54. RESTART + communities in action
2. The Connecting Tool
This tool can help you connect the community assets identified in
the Community Wheel directly to the objectives of your project.
For example: You may be trying to help a community transform a
local park. In this case, "park" is at the center of the Connecting
Tool. Next, assets listed on the Community Wheel are placed
around the "park" objective. For each asset listed, record what
the asset can do for the park project, and also how that asset will
benefit from it.
Using the Connecting Tool
Using the Connecting Tool, place an objective of your
project in the center, then identify the assets from your
Community Wheel around that objective. Next, use the tool
to record both the contributions and benefits each asset in
the community has related to the specific project objective at
the center.
Download and print a copy of the Connecting Tool for thisSource: Visit Campus
55. RESTART + communities in action
3. Public, Private, Community
Partnership/Associations Exercise
Do you consider the vast asset of associations when
you are working on your community projects?
How do you think about them beyond monetary
resources?
Does your project have extensive relationships with
the community's citizen associations?
Using the Association Exercise Tool
Use this tool to illustrate partnerships that you
organization already has with associations in your
community and to think about new partnerships which
might be useful to your projects and your organization.
Download and print a copy of the Tool for this exercise:
AssociationPartnershipsTool.pdf
Source: Visit Campus
56. Take a moment to go
through the following
activity: On a piece of
paper, consider each
statement below and rate
your projects'
involvement in the local
economy. Use this five-
point scale:
5 = Always | 4 = Most of
the Time | 3 = Sometimes
| 2 = Rarely | 1 = Never
4. Local Economy Impact Exercise
• Our project is designed to enhance the local economy.
• Our project identifies and mobilizes the enterprise and job-related
skills of local residents.
• Our project identifies and directs local consumer spending toward
enterprise development and support of local businesses.
• Our project mobilizes the savings of local residents to reinvest in
neighborhood economic development.
• Our project involves local citizen associations and institutions in
business and economic development efforts.
• Our project employs local residents.
• Our project provides economic resources to local associations.
• Our project provides economic resources to local businesses.
• Our project provides economic resources to nonprofits.
For those statements to which your response was less than 4 = Most of the Time,
consider how your project might increase its engagement in those aspects of the
local economy.
57. NEXT UP: Module 5
Financing your Community
Regeneration Projects
In Module 5, we will look at some key grants and supports you can
access for your Community Regeneration Projects
58. This programme has been funded with
support from the European Commission
Key references for Module 4
Community Tool Box
Visit Campus