Tag Archives: Inclusion

Community Governance – Why now? (Community Inc. Field entry 14-11-07)

I promised four blogs on the Community Inc. Model and why the workshop on November 21st is so valuable. Here’s #1/4

The idea of community governance is not new. people have been coming together for years in communities around the world to develop a shared vision of what they want their community to look like. But since the days of John Carver and Marvin Weisbord a whole bunch of stuff has changed in our society: Funding diversity, sustainability, Private Public Partnerships, social innovation, social enterprise, social capital, social entrepreneurship, social, social, social.

leadI remember when we were all called social workers. Why must we reinvent the wheel? Do we still focus on the work with people for the good of all. Why are we so fragmented as an industry? Dan Palotta has written extensively on the history of our sector, and public policy has been overlaid on public policy to react to the shifting needs of community. Social planning councils across the country, foundations, Imagine Canada, and accreditation bodies espouse the value of quality of life. As we continue to focus on the “client” and those we serve I believe we are slowly forgetting the most important variable – us.

Community as Governance is an intrinsic look at what our role is in community. What is our impact? How do we lead? What tools can I use? Who will be on my side? How do I leverage my affiliations?  The Community Inc. workshop on November 21st focuses on helping YOU uncover your leadership style so you can emerge as a champion in the work you do. If you are on a Community Board it will help you ask the difficult questions and shift board policy and have meaningful dialogue on the state of achieving your Vision and Mission. We have become so focused on operations and chasing the almighty dollar to keep programs running that I believe we have slipped in our ability to express our ourselves and more importantly do whatever is necessary to create bridges of support between community groups, non-traditional partners and those who can actually lead action. Not just talk about it.

 

Will you join me?

13 days left until the November 21st workshop

Register here: http://www.communityinc.tk


Inclusive Planning

I continue to toy with the ideas and values behind inclusive planning. As a central theme of my MA research, I am consistently looking to better understand the nuances of inclusion in practice. We all have moments of clarity amidst our trip through the haze of organizational systems. Mine came while thinking about the juxtaposition of two levers in our planning processes. The first of these is the rejuvenation of the Japanese system of lean thinking. The other is the ongoing need to better understand how social capital can be drawn upon to create more with less. Each have their individual value for organizations, but I think together they simply make good practice.

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In their treatment of lean thinking, Womack and Jones (2003) identified four key components of creating effective and efficient organizational systems. In order to be lean, an organization they said must structure every activity, connect customers with suppliers, simplify workflow, and experiment at low levels (p. 58). Not unlike my previous post on strategic planning, the planning elements are apparent in this process. Plans of all sorts in my experience are an activity guide for others to follow. Where I think planning falls short however is in how organizations connect with their customers and engage them in various projects.

In both non-profit and profit oriented organizations there is an engagement process that in my opinion only touches the potential value of consumer interest. Traditionally, these needs assessments are focused on satisfaction related feedback and opinions on potential gaps. Organizations use this information in their planning in the attempt to meet the needs of their constituents. Baker (2003) pointed out that there is a power in relationships that can be harnessed by an organization. In his description of the value of social capital, he recognizes the power of the collaborative network built on a system of reciprocity that moves people awaY from managing tasks and Individuals to creating relational value (p. 14-15). Although this may seem complementary to the process of strategic planning, I would argue that if the relationship is not been developed first, then planning is fruitless.

I wonder, how many organizations truly consider their strategic planning to  be inclusive? How many are so focused on lean strategies to save costs that they negate the value of reciprocal relationships. I wonder how our relationships can truly be leveraged to create a feedback system that is ongoing and engaging?

References

Baker, W. (2003). Building collaborative relationships. Leader to Leader, 28, 11-15.

Womack, J. P., & Jones, D. T. (2003). New paradigms: Shedding corporate weight. Leader to Leader, 28, 57-59.