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2	Neighborhood Planning Planning Models What is the objective of neighborhood planning?
3	Community Development Models
4	Rational Planning “Couldn’t people see what he had done? Why weren’t they grateful?”
5	Rational Planning Initiated by government Put aside political, moral, or personal convictions. Authority comes from professional detachment. Offer judgments as expert advice based on good analysis. Efficiency as a central norm.
6	Rational Planning Controlled political participation Represent and seek convergence of divergent interests Generally opposed to transferring power to community organizations Most common role for planner employed by government
7	Rational Planning
8	"Inherent bias" Inherent bias Who is in the room? How will decisions be made? Types of citizen involvement Does rational planning reflect how change takes place?
9	"Does plan meet test of..." Does plan meet test of community education? Government fragmentation Objectivity Does the effort build social capital?
10	Benefits of Rational Planning Much better than no planning Useful when rational planning adopts the “equity planning” approach Rational planning reflects reality of complicated adoption and implementation situation Sound plan is a touch-stone
11	"Stable," Stable, sound neighborhood leaders & good base Independent technical assistance Use “equity planning” Carefully select participants Neighborhood meets to monitor & strategize Top levels of govt accept legitimacy of plan Plan engages implementation agencies Plan addresses implementation & planning group stays involved Plan builds social capital Education & empowerment
12	Community Organizing Settlement workers live in tenement neighborhoods Establishment of “harmonious whole” Not “contrivances but persons” who will save society
13	Saul Alinsky - Industrial Areas Foundation Alinsky begins work in Chicago in 1930s. Approach focuses on social work & sociology. Reveille for Radicals (1946) and Rules for Radicals (1972) Industrial Areas Foundation
14	Power “Ability to act”. Leads to capacity to identify issues Creates motivation to improve conditions Humans nature: to be effective, improve self, help neighbors, enhance conditions Organization is the means to power From community “disorganization” to organization Power builds organization Organizer plays critical role
15	Issues & Action Importance of people doing for themselves Community defines issues Immediate, specific, realizable issues High symbolic value Success fosters membership & participation Wide-based membership through multiple issues No lapse in action Action creates communication & learning
16	Local leadership Only way to reach people is through their own leaders. Invites organizer & planner into community. Communicates with and mobilizes community Organizer builds local leadership
17	Organizer Essential to start, build, maintain organization Skills in org. building, power analysis, tactics, communications, building leadership, education Choices of action & disposition of resources Sets judgment aside Skills (knowledge, connections) better than love
18	Tactics Rules are made by those in power. Necessary to challenge rules of “proper” and “legal” Act within experience of supporters & outside experience of opponents Use the community’s resources Have fun Identify target, polarize, isolate, personalize Address issue in person
19	Tactics Keep pressure on. Don’t stay with action that takes too long Use opponent’s reaction Make opposition live by own rules Take advantage of division of interests within opposition Have alternative or solution ready Be willing to compromise
20	IAF & Interfaith Organizations Difficulty with durability of Alinsky’s organizations IAF establishes long term relationships with faith-based community organizations Values of faith-based groups incorporated into organizing Expressly multi-cultural IAF stabilized organizationally
21	"Door knocking and enrolling dues-paying..." Door knocking and enrolling dues-paying membership is primary organizing approach Generally avoids working with existing organizations and leadership Continuous political action Organizing in many communities at same time on major issue, e.g. livable wage
22	Building Communities from the Inside Out Community “asset-based” approach “Internally focused” “Relationship driven” Necessary but not sufficient Embraces organizing, planning, and economic development
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25	Community Assets Map Neighborhood regeneration is based on locating all the available local abilities, capacities and assets And beginning to connect them in ways that multiplies their power and effectiveness Establishes in each community institution sense of responsibility for neighborhood
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27	Capacity Inventory In strong communities individuals’ capacities are know, valued, and utilized. Inventory is basis of community building Personal skills Community work skills Entrepreneurship skills and interests.
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29	Releasing Individual Capacities Assets of youth, seniors, low income, disabled, and so on. Productively connect individuals to: other local residents citizen associations and non-profits public institutions private companies Mutually beneficial and reciprocal relationships created
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31	Tapping Power of Local Organizations De Tocqueville: America’s great genius is creating associations and taking action to solve problems Church, support, self-help, service, special interest, health, sports, etc. groups
32	Tapping Power of Local Organizations Conduct inventory of local associations, through: Community newspapers and directories Local meeting places such as libraries, community centers, churches Contacting individuals such as leaders and a sample of residents Inventory of current services. Potential for future service
33	Tapping Power of Local Organizations Resources of local churches as example: staff & church members facilities, materials & equipment Moral authority and call to community service economic resources Create new partnerships with groups, associations, businesses, and institutions
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35	Rebuilding the Community Economy Economic development through local institutions. Alternative credit institutions (“Community Development Financial Institutions”) Community Development Credit Unions Community Development Loan Funds Recycling physical assets, e.g. vacant land, abandoned buildings, underutilized space
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38	Redevelopable Property
39	Redeveloping Abandoned & Underutilized Property
40	“Conditions” of successful action Adequate and on-going monetary and human technical resources Grass roots organizing Strong, direct ties with public officials; technical, legal and financial experts; other community organizations and coalitions “Creative tension” in relationships
41	Final comments - Streets of Hope “The heart is far more important than the head” “Being is more important than doing” “I would like us to be a community of integrity”