Shaping our Future: The Community Planning Process Dr' Lori Garkovich University of Kentucky - PowerPoint PPT Presentation

1 / 58
About This Presentation
Title:

Shaping our Future: The Community Planning Process Dr' Lori Garkovich University of Kentucky

Description:

Development is a community act of will, a never-ending do-it-yourself job. ... Video/photographic tour. Approaches to Community Assessment. An Asset Inventory ... – PowerPoint PPT presentation

Number of Views:120
Avg rating:3.0/5.0
Slides: 59
Provided by: lg2
Category:

less

Transcript and Presenter's Notes

Title: Shaping our Future: The Community Planning Process Dr' Lori Garkovich University of Kentucky


1
Shaping our FutureThe Community Planning
ProcessDr. Lori GarkovichUniversity of
Kentucky
2
Development is a community act of will,a
never-ending do-it-yourself job.Successful
communities are built from the inside out. Why?
Because those who live in a place have the
greatest investment in its future.Some
communities realize their future is in their
hands. Others dont. It is a choice.
3
Why Plan? - Lets Just Do It!
  • Failing to plan is planning for tomorrows
    problems
  • You can choose what change will do to you or you
    can wait to see what happens
  • You can accept what is or you can choose to build
    the community you want
  • You can react to circumstances or you can
    influence them

4
What Does a Plan Do for Us?
  • Indicates what is important to us as a community
  • Provides a strategy for making choices for action
  • Is the basis for cooperation and collaboration
    within the community
  • Enables us to adapt to changing circumstances in
    creative ways
  • Embodies our vision for our future

5
Key Challenges of Planning
  • How do we build on our strengths?
  • How do we nurture a diversified economy that
    provides jobs and captures consumer dollars?
  • How do we have economic growth and sustain the
    quality of our natural environment?

6
Key Challenges of Planning
  • How do we manage the impacts of growth so as to
    at least maintain the current quality of life,
    and even better, enhance it?
  • How do we create a physical place that builds a
    sense of community?
  • How do we encourage working together for a
    better tomorrow?

7
Outcomes of Effective Planning
  • Increased use of peoples skills, knowledge, and
    abilities
  • Increased community initiative, responsibility
    and adaptability
  • Strengthened relationships and communication
    within the community
  • Sustainable community systems
  • Diverse and health economies

8
Key Steps in the Planning Process
  • Community Planning Begins with a Vision for
    Tomorrow
  • Community Planning is Grounded in a Realistic
    Assessment of What Has Been and What Is
  • Community Planning Succeeds with a Realistic and
    Effective Action Plan

9
Community Planning Begins with a Vision for
Tomorrow
  • A vision is the energy behind all your efforts --
    it pushes us through the hard times and pulls us
    toward a destination

10
A Strategic Community Vision
  • If you dont know where you are going, you will
    probably end up somewhere else. Laurence J.
    Peter
  • Your vision defines your destination -- it is
    what you are planning to become

11
A Strategic Vision Must
  • Be grounded in the history and values of the
    people in the community
  • Engage the creativity of the community and
    connect community members with each other
  • Reflect the interests, dreams and concerns of all
    members of the community

12
A Strategic Vision Must
  • Reflect shared community values and principles as
    to what constitutes the common good
  • Establish the basis for making critical public
    choices on the path to the future

13
Approaches to Building a Community Vision
  • Citizen community forums
  • Public services summits

14
Approaches to Building a Community Vision
  • Citizen Community Forums

15
Citizen Community Forums
  • Heritage - What do you cherish about this
    community and want to see preserved for future
    generations?
  • Change - If you could change just one thing to
    make this a better place to live and work, what
    would you change?
  • Vision - Imagine this community as you would like
    it to be in 20 years. How would it be different
    from what it is today?
  • Action - Given how you would like this community
    to be in 20 years, what do you need to start
    doing now to reach this vision?

16
Citizen Community Forums
  • Trained community facilitators guide discussions
    about the future
  • Discussions occur in existing community and
    neighborhood organizations and in places where
    people often gather (e.g., youth sports events,
    county fairs)

17
Citizen Community Forums
  • The number and location of forums is tracked to
    insure representation of community interests -
    age, race, area of the county
  • An executive summary highlights key themes for
    each question
  • All comments also compiled and reported

18
Approaches to Buildinga Community Vision
  • A Public Services Summit

19
A Public Services Summit
  • Purpose is to
  • Identify key challenges facing the community
  • Develop a shared vision for the future
  • Determine factors affecting the communitys
    ability to address the challenges or achieve the
    vision
  • Identify short term actions for change and who
    will initiate the actions

20
A Public Services Summit
  • A day-long meeting of all public service
    providers - utilities, protective services,
    educational, health and social services
  • A short survey of participants is the basis for a
    directory of community services providers

21
A Public Services Summit
  • 2 minute introductions - name, agency, key
    challenges facing the community from the
    perspective of your agency
  • What does this community do well?
  • What could this community do better?
  • What needs to be done that isnt?

22
A Public Services Summit
  • What is your vision for this community?
  • What is making it difficult to address the
    challenges and work toward your vision?
  • What needs to be done right now to overcome these
    barriers to action?

23
Community Planning is Grounded in a Realistic
Assessment of What Has Been and What Is
  • To understand the past and acknowledge the
    present is essential for planning..
  • But remember, this does not define the future.

24
In a Community Assessment You
  • Evaluate and understand your past
  • Assess your current situation -- community
    strengths and limitation
  • Recognize and value your communitys social
    capital
  • Identify and catalogue your communitys assets

25
What Can a Community Assessment Tell Us?
  • What skills and resources do we have as a
    community and a people?
  • What do we do?
  • What is produced here?
  • What do people know how to do?
  • What do we need that we might be able to provide
    for ourselves?
  • Can we match our skills and resources to our
    needs?

26
What Can a Community Assessment Tell Us?
  • What is the nature of social relationships in our
    community?
  • How do people, organizations, and local
    governments interact here?
  • How do we see ourselves? And, how do others see
    us as a community?
  • How do we solve problems? How do we deal with
    opportunities?

27
Approaches to Community Assessment
  • Oral history
  • Asset inventory
  • Socioeconomic and demographic analysis
  • Public services summit
  • Market analysis
  • Needs assessment
  • Video/photographic tour

28
Approaches to Community Assessment
  • An Asset Inventory

29
Asset Inventory - Choosing a Path of Development
  • Development based on what we dont have --
    dependency on institutions and resources from
    outside the community, or
  • Development based on our strengths -- the people,
    organizations and institutions of our community
    and what we can do for ourselves

30
Asset Inventory - Rethinking Our Approach to
Development
  • Needs - Based
  • Development based on what we dont have --our
    dependency on institutions and resources outside
    the community
  • What others can do for us
  • Asset - Based
  • Development based on our strengths -- the
    organizations, institutions and the people of our
    community
  • What we can do for ourselves

31
Asset Inventory
  • An asset inventory move us from asking Whats
    missing? to asking
  • What do we have?
  • How do we use our assets more effectively to
    achieve our goals?
  • How can we use our assets to leverage additional
    resources from within and outside the community?

32
Asset Inventory What are Our Assets?
  • Knowledge from education, life experience, or
    traditional lore
  • Skills from formal training or experience
  • Webs of relationships linking people together
    within the community
  • Webs of relationships that link organizations
    together within the community and to outside
    resources
  • Actual economic resources
  • Physical resources

33
Asset InventoryWhere do We Discover our Assets?
  • People
  • Individual resources and empower people to
    contribute them to community building
  • Organizations/Agencies
  • The members, their experiences, and networks with
    others in and out of the community
  • Institutions
  • The mission, physical resources, knowledge, and
    links to formal structures outside the community

34
Other Approaches toCommunity Assessment
  • A community assessment encourages participation
    by people of all ages and positions in the
    community. It taps into the knowledge and
    experiences of everyone

35
Other Approaches toCommunity Assessment
  • Socioeconomic and Demographic Analyses
  • Purpose is to document recent and projected
    population, social, and economic trends in order
    to understand the dynamic of community change
  • Needs Assessments
  • Gaps in services, infrastructure and
    opportunities that require resources beyond the
    capacity of the community

36
Other Approaches toCommunity Assessment
  • Oral histories
  • Reflections on changes in the community and
    social life
  • Vide/photographic tours
  • Pictures and stories of most/least liked areas of
    the community, places that most represent the
    meaning of this community
  • Market analyses

37
Community Planning Succeeds with a Realistic and
Effective Action Plan
  • It is not enough to have a vision.
  • We must have a plan to work and successful
    communities work the plan.

38
Questions to Guide the Drafting of a Plan
  • Will the action build on our assets?
  • Will it enhance the quality of life?
  • Is the action realistic and do-able given who we
    are and where we are?
  • Will it increase choices and opportunities for
    citizens?
  • Does the action help our vision become a reality?

39
Elements of a Good Plan
  • Community principles
  • Long term goals
  • Short term action objectives
  • Time frames for action
  • Assessment of resources required to accomplish
    actions
  • Initiating party
  • Process for evaluating progress
  • Method for timely reviews of the plan

40
The Initiating Party
  • The entity that jump starts the action
  • Community organizations or individuals can
  • Endorse the community plan
  • Incorporate parts of the community plan into
    their own plan of work
  • Convene a task force for action
  • Obtain or contribute resources for action
  • Link to external networks

41
Types of Community Plans
  • Community infrastructure
  • Economic development
  • Tourism development
  • Comprehensive land use

42
Community Infrastructure Plan
  • An assessment of community infrastructure as it
    is and as it will be at some point in the future
  • Defines when and where infrastructure will be
    developed
  • Identifies sources of funding and may establish a
    sequestered fund for infrastructure development

43
Economic Development Plan
  • Where will people work and in what kinds of jobs
    (e.g., pay, benefits, skill levels)?
  • What training and skills will be required for
    these jobs?
  • Where will people spend their consumer dollars?
  • Where will people find professional, business,
    commercial services?

44
Economic Development Plan
  • How can we nurture an entrepreneurial climate?
  • How can we retain and encourage the expansion of
    existing businesses?
  • What types of businesses do we want to attract to
    this community and how do we attract them?

45
Tourism Development
  • What are our natural resources assets?
  • What are our historical and cultural assets?
  • What are our tourism assets?
  • What might be our tourism niche?
  • What supporting services (e.g., restaurants,
    hotels, retail) would be needed to develop our
    tourism potential?

46
Comprehensive Land Use Plan
  • Goals and objectives for the communitys future
    physical, social and economic development which
    builds on the distinctive character and natural
    and cultural assets of the community
  • Recent and projected population and economic
    trends

47
Comprehensive Land Use Plan
  • A transportation plan showing current status and
    proposed improvements in community transportation
    system
  • A community facilities plan identifying current
    and proposed locations of public and
    semi-public buildings and services

48
Comprehensive Land Use Plan
  • An inventory of existing land uses and
    identification of environmentally sensitive and
    historically significant areas
  • A future land use map showing the most
    appropriate, economic, desirable and feasible
    patterns of land use for both public and private
    land in the community

49
Leadership and AttitudeThe Other Keys to Success
  • As a community, you must believe in the
    possibility of change and be willing to act for
    yourselves.
  • If you dont why should anyone else?

50
The Other Keys to Success
  • Planning needs leaders who think differently
    about old problems and ask difficult questions,
    they are civic agitators
  • Planning needs leaders who can mobilize residents
    and local organizations to invest their assets in
    their own community

51
The Other Keys to Success
  • Planning requires leaders who will seek diverse
    perspectives and concerns when dealing with
    difficult public choices
  • To succeed in planning, a community needs
    connective leaders who enable collaboration for
    the common good

52
The Other Keys to Success
  • Successful planning requires a willingness to
    seek collaborative advantage by
  • Seeing community boundaries as elastic, and
  • Building creative and flexible public/private
    partnerships

53
The Other Keys to Success
  • Successful planning requires critical thinking to
    evaluate development proposals, especially those
    from outside the community
  • It is important to look a gift horse in the
    mouth and to ask how the development fits within
    the plan and whether it contributes to the vision
    of the community

54
20 Keys to Community Success
  • Chris Sieverdes
  • North Carolina State University

55
20 Keys to Community Success
  • 1. A participatory approach to community
    decision- making
  • 2. A cooperative community spirit
  • 3. A conviction that, in the long run, you have
    to do it yourself.
  • 4. Balanced with a willingness to seek help from
    the outside.
  • 5. Active economic development program

56
20 Keys to Community Success
  • 6. A deliberate process for the transition of
    power to a younger generation of leaders.
  • 7. Acceptance of women in leadership roles.
  • 8. A strong presence of traditional institutions
    that are integral to community life.
  • 9. A strong belief in and support for education.
  • 10. Evidence of community pride

57
20 Keys to Community Success
  • 11. An emphasis on quality in business and
    community life.
  • 12. A willingness to invest your own resources in
    your future.
  • 13. A realistic appraisal of future
    opportunities.
  • 14. An awareness of community positioning.
  • 15. A knowledge of and appreciation for the
    physical environment and its role in the quality
    of life in your community

58
20 Keys to Community Success
  • 16. A problem solving approach to providing
    health care.
  • 17. Strong community support for families and a
    family orientation permeating all aspects of
    community life.
  • 18. A sound and well maintained infrastructure.
  • 19. Careful use of fiscal resources.
  • 20. A knowledgeable use of information resources
Write a Comment
User Comments (0)
About PowerShow.com