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Independent, Community Based PLANNING COUNCILS

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Independent, Community Based PLANNING COUNCILS Working together to build strong and caring communities across America 1 Topics for Today 1. History 2. – PowerPoint PPT presentation

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Title: Independent, Community Based PLANNING COUNCILS


1
Independent, Community Based PLANNING COUNCILS
  • Working together to build strong and caring
    communities across America

1
2
Topics for Today
  • 1. History
  • 2. National Association of Planning Councils
  • 3. Values and Core Competencies
  • 4. Mission and Structure Options
  • 5. Impact

2
3
History of Planning Councils
  • Trade Associations to Citizen-led Organizations
  • 1880s and early 1900s
  • Charity Organization Societies
  • Emergency relief
  • Councils of Social Agencies
  • Coordination and development of resources to
    correct injustices

3
4
History - Community Chests/United Ways and
Planning Councils
  • 1930-1965
  • rapid growth to 500 such councils in the US and
    Canada
  • Late 1960s
  • Planning became more focused on specific problems
    or concerns
  • War on Poverty focused more government attention
    to these issues

4
5
History, cont.
  • 1990s brought change
  • Focus on asset-based planning
  • Declines in United Way funding
  • 1992 - National Association of Planning Councils
    was incorporated

5
6
  • The National Association of Planning Councils is
    a private, non-profit national organization that
    promotes quality community planning and supports
    its members as they provide leadership for
    community-based human services and health
    planning and action.

6
7
NAPC Values
  • Commitment to community and involvement of a
    broad and diverse constituency
  • Comprehensive perspective reflected in decisions
    and actions
  • Inclusive decision-making that strives for
    consensus
  • Diverse viewpoints respected and encouraged in
    decisions and actions

7
8
NAPC Values, cont.
  • Positive working relationships with all sectors
    of the community
  • Objective data and information used to support
    decisions and action
  • Focus on systems change and sustainable,
    long-term solutions
  • Principled leadership producing measurable
    results

8
9
Core Competency 1 Building Community
Infrastructure
  • Developing, nurturing and sustaining
    organizations and communities by enhancing their
    abilities to achieve the common good through
    convening groups to address issues, training and
    technical assistance, and leadership development.

9
10
Core Competency 2 Mobilizing Resources
  • Identifying and filling gaps in community
    services by redirection of existing or
    development of new resources.

10
11
Core Competency 3 Research and Evaluation
  • Producing and sharing credible and meaningful
    community-based research and program evaluation
    that informs and influences health and social
    policy and practice.

11
12
Core Competency 4 Public Policy Analysis
  • Producing timely, valuable and accurate
    information on policy choices for use by citizens
    and policy makers in developing solutions for
    community problems.

12
13
Core Competency 5 Community Organizing
  • Helping people and organizations most affected
    by public policies, services or community
    conditions develop and carryout activities that
    build community and neighborhood capacity and
    enhance health, economic conditions, and social
    well-being.

13
14
Core Competency 6 Advocacy
  • Engaging people in use of effective approaches
    to influence policy-makers, opinion leaders and
    general public in decisions benefiting the
    overall communitys quality of life.

14
15
Core Competency 7 Information Services
  • Producing and disseminating timely, accurate
    information for health and human services
    planning, fund distribution, policy development,
    and services referral.

15
16
Core Competency 8 Facilitation
  • Creating a safe, unaligned environment for the
    resolution of community problems and engaging
    multiple community sectors in addressing
    identified community issues.

16
17
Planning Council Models Current Trends
  • Structural Foundation and Focus
  • Membership Dallas, TX
  • Stakeholders Austin, TX
  • Non-aligned Sacramento, CA
  • Civic Issues Jacksonville, FL

17
18
Planning Council Mission Statements
  • To improve the quality of life in the Sacramento
    Region through information, planning, program
    innovation, volunteerism and advocacy for human
    needs.
  • Community Services Planning Council (CA)
  • To bring together social service providers and
    individuals to address quality of life issues in
    the Dallas region.
  • Community Council of Greater Dallas (TX)

18
19
Planning Council Mission Statements, cont.
  • To provide leadership in community-based planning
    and mobilization of resources to address health
    and human service needs of people in the Tulsa
    area.
  • Community Service Council of Greater Tulsa
    (OK)
  • Helping communities address unmet needs through
    coordination of programs and services.
  • Human Services Council of Mid-Fairfield (CT)

19
20
Planning Council Mission Statements, cont.
  • To provide strategic leadership to improve
    targeted health and social conditions in Greater
    Cleveland through research, analysis,
    communication, and organization of community
    resources for action.
  • The Center for Community Solutions (OH)

20
21
Why Independent Planning Councils?
  • Provide a neutral forum for addressing and
    resolving community issues
  • Provide a comprehensive, system-wide approach to
    community problem-solving and service
    coordination
  • Are future focused
  • Are community-driven and engage a broad spectrum
    of stakeholders in all efforts

21
22
Planning Council Resources
  • National Association of Planning Councils
  • www.communityplanning.org

22
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