Community Coordination Models
Communities around the world are using many variations of community decision-making models. Some rely on local municipal government. Others include a mix of elected officials and the appointed public. Some use volunteers, while others look to community service organization staff.
There are no right or wrong community models - just consequences.
Why Change Now?
Golden & Area A's fragmented decision-making and numerous non profits make it very difficult to comprehensively understand and efficiently address issues sustainably. Moving to an integrated community decision-making model will enable the efficient and effective leveraging of limited resources.
There are no right or wrong community models - just consequences.
Why Change Now?
Golden & Area A's fragmented decision-making and numerous non profits make it very difficult to comprehensively understand and efficiently address issues sustainably. Moving to an integrated community decision-making model will enable the efficient and effective leveraging of limited resources.
Community Decision-Making Models Are...
Networks
Networks require very little infrastructure or planning. However, networks are focused on each network node or person or organization. As a person leverages a connection to learn from a network member, once that goal is achieved, that person severs the connection and moves on to the next learning or growth opportunity.
Communities of Practice
The concept of a community of practice underlies formation of many groups that share a passion or craft. It can include individuals who form a group, or more formal organizations like a business, society, or charity. Or it can be a collection of those similarly-minded groups. Communities of practice nourish those it serves.
This Community Coordination project is trying to develop communities of practice that will aid in issue identification, prioritization, resource collaboration and decision-making for the benefit of the entire Golden & Area A community.
"No turf, no ego."
This Community Coordination project is trying to develop communities of practice that will aid in issue identification, prioritization, resource collaboration and decision-making for the benefit of the entire Golden & Area A community.
"No turf, no ego."
One Community's Paradigm Shift
Before...
Each agency believed its work was important.
Each agency believed that other agencies' work was also important
and so...
believed that it was important to meet monthly to share the progress of their work.
The Shift...
Each agency believed its work was important.
Each agency believed that other agencies' work was also important and at the same time interrelated.
Each agency believed that the combined influences of working together would improve the health of community residents.
and so...
believed that it was also important to create a model to pool resources in order to animate its intersectoral, collaborative work.
- Community Outreach Services, Jasper, AB
Each agency believed its work was important.
Each agency believed that other agencies' work was also important
and so...
believed that it was important to meet monthly to share the progress of their work.
The Shift...
Each agency believed its work was important.
Each agency believed that other agencies' work was also important and at the same time interrelated.
Each agency believed that the combined influences of working together would improve the health of community residents.
and so...
believed that it was also important to create a model to pool resources in order to animate its intersectoral, collaborative work.
- Community Outreach Services, Jasper, AB
Framework Resources for Golden's Community Coordination
In order to have Community Coordination in Golden, it will be wise to create and look toward the following guiding documents:
- Terms of Reference
- Guiding Principles
- Partnership Agreement (Jasper)
- Partnership Commitment Options (Jasper)
- Confidentiality Agreement (Jasper)
- Community Vision
- Official Community Plan (Town of Golden)
- Indicators (Golden & Area A's Vital Signs 2014)
- Resource Pooling Document (Jasper)
- Communications (Agendas, minutes and internal and public newsletter)
A Possible Hybrid Model for Golden & Area A
Inspired by the excellent work done by the Golden Early Childhood Development Coalition (ECDC) and the Jasper Community Team Model, a Golden Community Constellation/Team Model could possibly look like the following figure, where a series of coalitions or alliances feed into a centralized Community Constellation/Team.
Coalition Models
While community models are extremely important at bringing all local people and groups together, a model of that size can be unruly. It is for that reason that smaller, more focused groups often form coalitions or alliances. These coalitions are comprised of completely separate entities, yet they communicate and align themselves relative to the great need and available resources.
In Golden, our best organized coalition is the Early Childhood Development Coalition (ECDC). Thankfully, this group, and many others, was formed as a provincial initiative and it has stuck due to the openness of the members and the support of Joanne McCullough, ECDC Coordinator.
The Golden & Area A community is ripe for the start of other coalitions that support specific needs and user groups. Trail user groups in Golden include the Golden Cycling Club, Golden Nordic Ski Club Society, Golden Hiking Club (non registered), Golden ATV Club, Golden Snowmobile Club, Golden Snowmobile Trail Society and others. While GBRAC determines which areas are designated motorized and non motorized, these user groups are on their own when it comes to planning, building, maintaining and marketing their independent trail systems.
On the non motorized side, Rossland Trails has created one solution to this separation by securing ongoing funding from their Regional District for a Trails Manager and Crew.
For motorized users, Okanagan Trail Riders' Association has made strives with coordination as the Stewards/Site Operators of the Bear Creek OHV Area Trail System as they partner with Recreation Sites and Trails BC to continue to develop the largest Managed OHV Area in British Columbia.
In Golden, our best organized coalition is the Early Childhood Development Coalition (ECDC). Thankfully, this group, and many others, was formed as a provincial initiative and it has stuck due to the openness of the members and the support of Joanne McCullough, ECDC Coordinator.
The Golden & Area A community is ripe for the start of other coalitions that support specific needs and user groups. Trail user groups in Golden include the Golden Cycling Club, Golden Nordic Ski Club Society, Golden Hiking Club (non registered), Golden ATV Club, Golden Snowmobile Club, Golden Snowmobile Trail Society and others. While GBRAC determines which areas are designated motorized and non motorized, these user groups are on their own when it comes to planning, building, maintaining and marketing their independent trail systems.
On the non motorized side, Rossland Trails has created one solution to this separation by securing ongoing funding from their Regional District for a Trails Manager and Crew.
For motorized users, Okanagan Trail Riders' Association has made strives with coordination as the Stewards/Site Operators of the Bear Creek OHV Area Trail System as they partner with Recreation Sites and Trails BC to continue to develop the largest Managed OHV Area in British Columbia.
Jasper Community Team Model
Dating back to 1997, Community Outreach Services in Jasper, AB noticed that people formed clusters based on their individual or family needs. People with babies clustered. Those with teens clustered. Young people and seniors clustered separately and so on. Under the lead of Federation of Community Social Services (FCSS), they then designated a Generalist - an Outreach Worker - to "serve each of these life-stage populations." These Outreach Workers "fill the gaps between specialized services" and create a "seamless service for community residents."
Over time (1998 - 2003), this network and outreach program was developed (Jasper Community Outreach Services), sustained by pooling resources, to offer an efficient vehicle for agencies and government to implement any social initiative at the local level. They meet monthly to identify emerging trends and for joint program planning, and "Community Team members who are decision makers in their agencies" meet quarterly to discuss the structure and funding issues.
Vision Statement
Jasper is a supportive, inclusive and engaging community.
Mission Statement
Members of the Jasper Community Team come together to support people in the community through collaboration, pooling resources and integrating human services.
Over time (1998 - 2003), this network and outreach program was developed (Jasper Community Outreach Services), sustained by pooling resources, to offer an efficient vehicle for agencies and government to implement any social initiative at the local level. They meet monthly to identify emerging trends and for joint program planning, and "Community Team members who are decision makers in their agencies" meet quarterly to discuss the structure and funding issues.
Vision Statement
Jasper is a supportive, inclusive and engaging community.
Mission Statement
Members of the Jasper Community Team come together to support people in the community through collaboration, pooling resources and integrating human services.
"The Jasper Community Team Model is an innovative vision that was designed by community agencies and individuals to demonstrate that by acknowledging the interconnectedness of agency mandates, pooling resources, and truly collaborating to fill gaps in services, Jasper, despite its small size, could have meaningful, locally-provided and locally-designed services for children, youth, families and individuals. After years of intensive, demanding and complex work, a flexible community network and outreach program poised to respond to emerging issues in the community has been developed. This network and outreach program (Jasper Community Outreach Services), sustained by pooling resources, offers an efficient vehicle for agencies and government to implement any social initiative at the local level. Pooling only requires thinking outside of the box and doing the same business in a different way." - Jasper Community Team
Constellation Governance Model
Issue-centric and outcome-focused, the "Constellation Governance Model is a new framework for organizing multi-organizational collaboration that takes its inspiration from the emerging field of complexity science. It is a way of organizing a group of interested parties to meet a need without having to create a new organization. The model is biased towards action; it is ideally suited to a group that is seeking to deliver a coordinated voice. ‘Coordinated mutual self-interest’ is harnessed, valued and balanced with common or converging interests and the needs of the greater community.
The constellation model is a ‘container’ to hold the many activities that emerge from a vibrant group of people that are working towards improving the nonprofit sector in Ontario. Constellations are self-organizing action teams composed of people that share a desire to get something done. It may be a community of practice, a project, a response to government, an advocacy campaign that works in service to the goal of strengthening Ontario’s nonprofit sector. They are led by whomever shows the leadership; others participate because they care and it is relevant to their work. This coordination is handled through the mailing list and through the Steering Committee." - Ontario Nonprofit Network
Mandated to connect and convene discussions, rather than to lead them, Constellations make sense to address sector-wide issues across a broad geographic area. Keys to this model include:
This model was developed from the Canadian Partnership for Children's Health and Environment, going back to 2001. For more information on Tonya Surman's Constellation Governance Model, please read the 14 page "Constellation Collaboration: A model for multi-organizational partnership." The following figure is from the document.
The constellation model is a ‘container’ to hold the many activities that emerge from a vibrant group of people that are working towards improving the nonprofit sector in Ontario. Constellations are self-organizing action teams composed of people that share a desire to get something done. It may be a community of practice, a project, a response to government, an advocacy campaign that works in service to the goal of strengthening Ontario’s nonprofit sector. They are led by whomever shows the leadership; others participate because they care and it is relevant to their work. This coordination is handled through the mailing list and through the Steering Committee." - Ontario Nonprofit Network
Mandated to connect and convene discussions, rather than to lead them, Constellations make sense to address sector-wide issues across a broad geographic area. Keys to this model include:
- Third party catalyst
- Collaborative leadership
- No legal incorporation
- Helps to guide and manage the flow of financial resources (Equilibrium Partnership's BC LMP Business Innovations Recommendations, 2013
This model was developed from the Canadian Partnership for Children's Health and Environment, going back to 2001. For more information on Tonya Surman's Constellation Governance Model, please read the 14 page "Constellation Collaboration: A model for multi-organizational partnership." The following figure is from the document.
The Ontario Nonprofit Network (ONN) is one example of the constellation model in use and relies on financial support from major foundations (Trillium and Metcalf) (Equilibrium Partnership's BC LMP Business Innovations Recommendations, 2013). However, even large entities like these will probably be encouraged over time to find 20% of their funding from revenue generation opportunities, with the balance coming from core sources (foundations and government).
Team/Constellation Support
It is too much to ask staff and volunteers, mandated with managing their own organization, to also manage, operate and support a separate convening organization. Therefore, some level of support is required for each of these convening community models.
Jasper hires a series of outreach workers, while ONN has stand-alone organization staff. Revelstoke uses a Community Coordinator, employed by the City of Revelstoke on a part-time basis. Revelstoke's Community Coordinator job description can be found below, along with the Community Social Development Committee's (CSDC) mandate.
Some entities are entirely supported with core funding (government and foundations), but most are under increasing pressure to grow their revenue generation to 20% of their total budget. Regardless of the model used, it needs to be sustainably supported.
Jasper hires a series of outreach workers, while ONN has stand-alone organization staff. Revelstoke uses a Community Coordinator, employed by the City of Revelstoke on a part-time basis. Revelstoke's Community Coordinator job description can be found below, along with the Community Social Development Committee's (CSDC) mandate.
Some entities are entirely supported with core funding (government and foundations), but most are under increasing pressure to grow their revenue generation to 20% of their total budget. Regardless of the model used, it needs to be sustainably supported.
| revelstokecsdc_mandate.pdf |
| revelstoke-job_description.pdf |
Next Steps
If you are interested in seeing improved community resource allocation (including your own time and money) please think about how Golden & Area A's organizations are working now and how they could be improved.
Then, please attend and share your hopes and fear at one of the upcoming public engagement opportunities. Everyone is part of the solution.
Then, please attend and share your hopes and fear at one of the upcoming public engagement opportunities. Everyone is part of the solution.
| communityteamcoordinatorjobdesc-feb112014.docx |
| golden-cdf-summary-revised-oct152014.pdf |
