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CORE NEIGHBOURHOOD DEVELOPMENT COUNCIL Louise Clarke & Len Usiskin

CORE NEIGHBOURHOOD DEVELOPMENT COUNCIL Louise Clarke & Len Usiskin. LEARNING LOCAL GOVERNANCE WORKSHOP August 18, 2010. Contents. Background to formation of CNDC Mandate 2001 Planning Process - 2002 Steps Priority Areas Identified Attempted Implementation – 2003

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CORE NEIGHBOURHOOD DEVELOPMENT COUNCIL Louise Clarke & Len Usiskin

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  1. CORE NEIGHBOURHOOD DEVELOPMENT COUNCILLouise Clarke & Len Usiskin LEARNING LOCAL GOVERNANCE WORKSHOP August 18, 2010

  2. Contents • Background to formation of CNDC • Mandate 2001 • Planning Process - 2002 • Steps • Priority Areas Identified • Attempted Implementation – 2003 • Principles, Mandate, Structure • The End • Tensions and Summary

  3. Background 2000 - Quint’s 5th anniversary: good progress in CED, but recognized that impact was piecemeal & limited; decision to try to “scale up” • Adopted a community planning process (recommended by Mike Lewis, a noted Cdn CED practitioner) • Obtained funding • Invited a broad range of people to serve as advisors to the planning process

  4. Core Neighbourhood Development Council (CNDC) • Mandate (2001): • Guide the citizen-based, systematic and participatory planning process aimed at developing a 20-year strategic vision • Guide the definition of projects and partnerships aimed at achieving specific outcomes relevant to the priorities established for the first 5-10 years.

  5. Planning Process StepsJanuary – October, 2002 • Focus Groups – 12 were held (8 issue-based & 4 neighbourhood-based) with 103 people participating; 2020 and now • Survey: 169 phone surveys & 19 in-person surveys – what most needs improvement & what they are satisfied with • Making Appropriate Plans & Strategies - how to address areas requiring improvement • Community Congress – prioritize goals & actions

  6. Priority Areas Identified Top 6 of 13goals identified (along with 2-3 preferred measures to meet them): • Affordable rental housing • Co-operative home ownership • Access to quality food • Increased access to training & career development • Co-operation for safe & secure neighbourhoods • Activities & opportunities for youth

  7. Attempted ImplementationMay – September, 2003 Groups formed to work on • The 6 priority areas • CNDC structure and governance • Evaluation methods for the on-going process and outcomes

  8. Governance – Principles • Holisitc, comprehensive approach • Multi-sectoral – we’re in this together • Increased local control • Inclusive • Local ownership & self-reliance • Long term

  9. Mandates • Co-ordination & networking - mechanism & process for communication of initiatives • Resourcing - provide technical assistance to initiatives • Capacity building - engage & work with community to enhance skills & leadership • Facilitation/animation - co-ordinate creation of partnerships to initiate projects where needed

  10. Structure • Leadership Group - about 25 representatives of community groups, business and governments • Working Groups - issue-based; promote co-ordination • Administrative Executive - a representative from First Nations, Metis, business, Government, community organizations • Staff

  11. The End Over the summer of 2003, many participants were optimistic that things were really coming together. In September, it became known that CNDC was named in a federal government document as the implementation body for the Urban Aboriginal Strategy in S’toon; CUMFI & STC withdrew & CNDC collapsed within a month or so.

  12. Tensions • Relationships -especially between Aboriginal & non-Aboriginal peoples • Legitimacy and power - as a community-led initiative, CNDC and Quint struggled with perceptions of their legitimacy and ability to get things done; government-led initiatives also create legitimacy and power tensions, just different ones

  13. Tensions, continued • Who participates for governments – politicians or bureaucrats? Can both be involved? • Resources - there were never enough for such a labour-intensive process; there is always competition for program and project money • Are comprehensive initiatives really practical compared to more delimited ones?

  14. Summary Lessons • Don’t be naive about everyone’s desire to work for the betterment of the community • Understand the political realities of the players & work to address their needs within the goals & principles of the initiative • Do extensive education and outreach on the issues and the process

  15. Lessons, continued • Even apparent failures at one point, can lay the foundations for relationships and projects at another time

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