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Is to make transparent the process by which decisions are made in Play Framework. This
is not a set of laws governing the Play project, nor is anything in this document new, it simply
acknowledges the process that is already in place, and documents what it is.
The goal is to increase community contribution and sense of ownership over the Play
project, through doing the following:
• Making it clear and transparent to people who are new to the Play community how
decisions are made, who makes those decisions, and how new people can attain any
decision-making responsibility.
• Providing a concrete definition of the decision-making process in Play, so that it can
be referred to and improved upon, should the need arise.
This process must be followed by any business owner, building owner, and/or developer
seeking a change significant to the use and/or zoning of a specific site including special use permits,
change of zoning, zoning variations, alley access for new developments, approval in a designated
TIF area, or are Planned Developments or developments covered by the Lakefront Protection
Ordinance. In most cases, this process is not needed for securing business licenses, public way
permits, sign permits, sidewalk café permits, and loading zones. This process is intended to benefit
both the community and the incoming business by:
Streamlining the decision making process in order to expedite the process of opening
a business.
Allowing for meaningful, community input by both residential and business
organizations and.
residents who serve and/or live in the area affected by the change.
COMMUNITY DYNAMIC
Community Dynamics is the process of change and development in communities of all
living organisms—including plants, microorganisms, and small and large creatures of every sort.
The datasets are presented indexed against the country within Local Insight, where a
positive score (greater than zero) indicates that an area is performing better than the national
average and a negative score (below zero) indicates an area is performing worse than the national
average. The datasets available in Local Insight are:
On the other hand, in high succession ally conditions there are many species, and whilst
number of individuals within each species tends to be lower, their relationships with each other
lead to very stable populations. There is balance, as the right-hand side of the image below shows.
Within nature, succession to generally advance. You can liken it to a coiled spring. When
compressed, succession is retarded, but when the compressive force is released the spring rapidly
moves upwards towards a higher level. It is likely you will see rapid changes in succession when
you deliberately manage for them.
We have blogged before on how data on the prevalence of loneliness could be used to
shape environments to be more inclusive for elderly people. And the same could be said for using
Community Dynamics data to inform the design of community spaces. It goes without saying
(although we will say it anyway…) that no single dataset can tell us the whole story about a
particular area. However, adding subjective data around perceptions alongside the socio-
economic and demographic context sets us on the way to a more rounded picture.
COMMUNITY EMPOWERMENT
Community empowerment refers to the process of enabling communities to increase
control over their lives. "Communities" are groups of people that may or may not be spatially
connected, but who share common interests, concerns or identities. These communities could
be local, national or international, with specific or broad interests. 'Empowerment' refers to
the process by which people gain control over the factors and decisions that shape their lives.
It is the process by which they increase their assets and attributes and build capacities to gain
access, partners, networks and/or a voice, in order to gain control. "Enabling" implies that
people cannot "be empowered" by others; they can only empower themselves by acquiring
more of power's different forms. It assumes that people are their own assets, and the role of
the external agent is to catalyse, facilitate or "accompany" the community in acquiring power.
1. Personal action;
2. The development of small interest groups;
3. Community organizations;
4. Partnerships;
5. Social and political action.
The continuum offers a simple, linear interpretation of what is a dynamic and complex
concept and articulates the various levels of empowerment from personal, to organizational
through collective (community) action. Each point on the continuum can be viewed as an
outcome in itself, as well as a progression onto the next point. If not achieved the outcome is
stasis or even a move back to the preceding point on the continuum. The continuum has been
used by health promotion practitioners to explain how community empowerment can
potentially be maximised to `close the implementation gap` as people progress from individual
to collective action.
1. EMPOWERING INDIVIDUALS FOR PERSONAL ACTION
The role of the practitioner at this point of the continuum is to bring people
together in small groups around issues which they feel are important to their lives, in a
manner that is not too controlling. These include:
It is through the support of small groups that many people find a ‘voice’ and are
able to participate in a more formal way to achieve the community empowerment
outcomes. However, the membership of small groups is not homogeneous and conflict
regarding internal issues does arise, especially during the shift from an inward (self-
help) to an outward (social action) orientation. Problem assessment can help to resolve
conflict and build capacity when the identification of problems, solutions to the
problems and actions to resolve the problems are carried out by the community.
While small groups generally focus inwards on the needs of its immediate
members, community organizations focus outwards to the broader environment that
creates those needs in the first place, or offers the means (resources, opportunities) to
resolving them. Community organization structures include faith and youth groups,
community councils, cooperatives and associations. These are the organizational
elements in which people come together in order to socialize and to also address their
concerns.
Community organizations are not only larger than small interest groups but they
have a better-established structure, more functional leadership and the ability to
organize their members to mobilize resources. Community organizations are a crucial
step for small groups to be able to make the transition to partnerships and later to social
and political action. Importantly, individuals can become more critically aware of the
broader issues in community organizations in addition to learning the skills for assessing
their immediate problems.
4. PARTNERSHIPS
COMMUNITY VISIONING
Community visioning is a planning tool that enables residents, business owners, local
institutions, and other stakeholders to have a voice in the decision-making process in their
community. A community visioning statement will communicate the goals and priorities of the
community and ideally inform future planning documents, regulations, and future
development.
Community Visioning is both a process and a statement. The initial process includes
discovering the kind of future your community wants by giving your residents the opportunity to
express their goals, objectives, and values honestly. Through this discovery, residents are given a
platform to discuss what they would like their community to look and feel like within the next five
to 10 years and come to a mutually agreed upon Vision.
The Vision statement is then used to guide strategic planning, decision making, and
government officials who will direct the future of the city.
Community visioning is the process of developing consensus about what future the
community wants, and then deciding what is necessary to achieve it. A vision statement captures
what community members most value about their community, and the shared image of what they
want their community to become. It inspires community members to work together to achieve
the vision. A thoughtful vision statement is one of the elements needed to form a forward looking
strategic framework that gives councils or boards the long-term-comprehensive perspective
necessary to make rational and disciplined tactical/incremental decisions on community issues as
they arise. Community vision statements are typically crafted through a collaborative process that
involves a wide variety of community residents, stakeholders and elected officials.
Community visioning offers local communities new ways to think about and plan for the
long-term future. The visioning process was inspired in part by the concept of “anticipatory
democracy,” an approach to governance that blends futures research, grassroots public
participation, and long-range strategic planning.
Visioning has caught on quickly around the country in communities undergoing rapid
growth and development as well as those experiencing economic decline. As an adjunct to
traditional community planning, visioning promotes greater awareness of societal change and
deepened citizen involvement. It also gives communities a stronger sense of control over their
destinies.
Vision Statement:
The primary product of the visioning process will be a Vision Statement to be
approved by the local planning board and adopted by the local governing body. This
statement, including suggested implementation strategies, will be submitted as a part of
the Plan Endorsement petition. Specific strategies and an action plan will then be
developed in cooperation with the Office of Smart Growth and relevant State agencies.
The vision will be incorporated into the next master plan update and implementation
mechanisms.