Appendix K

Appendix K: Social Planning: An Overview

K. Social Planning: An Overview

Social planning is an open and accessible process which can be used to help government, community organizations, and citizens plan for their present and future well being. Used effectively social planning can achieve:

community efficiencies through integrated community planning

coordinated policies, programs and services to avoid duplication

participation from all sectors of the community

a stronger community.

Social planning provides ongoing community processes to build community by strengthening social networks and citizen participation. Social planning promotes innovative community-driven approaches to help communities address the social impacts of community life be they physical, economic, environmental or cultural by:

providing opportunities for inclusive citizen input and participation

defining a community vision and helping the community to achieve it

developing effective partnerships to promote an understanding of the shared vision by reducing conflict and duplication.

K.1 Examples of Social Planning Models

Charts K1 through K6 provide overviews of the legal structure, mandate, membership, financing, structure, activities, strengths and limitations of the following models:

local government-based (municipal/regional) social planning

community-based social planning council

local government/neighborhood-based social planning

service-based social planning

funding-based social planning.

K.1.1 Best Uses of Specific Models

Model	Best Use
Local Government-Based Social Planning	presents best opportunity for local government to provide community leadership, coordination and facilitation to its citizens
Community-Based Social Planning Council	presents best opportunity for community-driven social planning
Local Government/ Neighborhood Social Planning	a variation of the local government mode and presents the best opportunity for neighborhoods to plan for the future based upon a geographically defined area
Service-Based Social Planning	presents best opportunity for planning better, more effective community-based services using coordination and collaboration as principles to bring agencies together to pool their resources and to plan for the community
Funding-Based Social Planning	presents best opportunity for raising funds for social planning, services and programs

Table K1: Local Government-based (municipal/regional) Social Planning

Model Legal Status Mandate Membership Financing Structure Activities Strengths Limitations

Municipal Government-Based Social Planning

City of Victoria Social Planning unit is placed within the Planning Department. To advise Council on social planning issues which affect the overall well-being of Victoria and promote an awareness of social planning concerns as they affect all aspects of the City's operations. To assist in the development of municipal policy, programs, and services. One Social Planner and one Community Development Planner. Social Planning Advisory Committee composed of 11 members and 1 Councillor and an alternate Councillor. Housing Advisory Committee formerly a subcommittee of social Planning. Committee appointments are made by Council, criteria includes expertise, background, decision making skills.To ensure diversity citizens are included but not necessarily representative of specific organizations Fiscal and formal support with broad elected accountability Resources more readily available Authority and responsibility more clearly defined Advocacy role with other levels of government and other agencies May provide mediation role between differing community groups If employee charged with function is not considered part of governance process, social planning will be derailed Limited to issues it can address due to government boundaries Can often become reactive rather than proactive May not be viewed as credible or un-biased by some community groups

Table K2: Community-Based Social Planning Council

Model Legal Status Mandate Membership Financing Structure Activities Strengths Limitations

Community- Based Social Planning Council
Social Planning Council for the North Okanagan Non-profit, voluntary association incorporated under the Provincial Societies Act with a registered charitable number granted by the Federal Government To improve the quality of life for residents of the North Okanagan by addressing the social, economic and environmental needs of the community. Primary service organizations and individuals (approximately 100 total). Membership fees range from $10 to $20 to encourage community involvement A major revenue source is provincial and federal project contracts for community develop-ment work, Others include lotteries, sub-lease income, secretarial services, research and evaluation contracts with local agencies, publications and member-ships. Governed by a voluntary Board. Office managed by full-time Executive Director. Full-time manager of seniors programs and a full-time admin assistance. Part time bookkping and accounting staff. Temporary / contract staff are employed to assist with funded projects. Volunteers assist with various projects. Examples of social planning initiatives include: the impact of aging on the community housing, abuse and neglect, transporta-tion, care giver support, health; race, relations; Youth Centre Planning; Adult Guardian-ship Protocol Develop-ment; and the establish-ment of a locally governed Community Law office. Social planning roles include: organizing Community Consultation Networking; publishing a Directory of Community Services; provides input to the OCP's; and provides a central Information and Referral Service and Volunteer Bureau Brings influence of community to the municipal council table Independent of government, not bound by restrictions, arms-length Not aligned politically Collaborative, can plan mediation role Ability to fundraise and gain funding from several sources A good vehicle to test creative solutions No ongoing fiscal or formal support Limited authority and opportunities to advance agenda Strength/ stability relies on volunteers

Table K3: Local Government/Neighborhood-Based Social Planning

Model	Legal Status	Mandate	Membership	Financing	Structure	Activities	Strengths	Limitations
Neighborhood - Based Social Planning Community Leagues of the City of Edmonton, Alberta	Edmonton has a system of 137 neighborhood-based organizations called community leagues covering all areas of the city. All Community Leagues are registered, non- profit societies	Most Community Leagues are concerned with parks and recreation issues. Some of the older more established leagues have become involved in development issues.	Executive are elected every 1-2 years from the general membership. There is no requirement that members be a resident of a particular neighborhood although the federation of Community leagues has a code of ethics which indicates that members should be residents.	Each Community League receives a small operating grant of $3,200 - $4,000 as well as a small office in a facility. The Federation gets an additional $115,000 operating grant.	There is no formal reporting relationship between Community Leagues and the City Government. The parks and Recreation Department supports Community Resource Coordinator for every 3-4 Community leagues. There is no civic department specifically charged with neighborhood participation.	The Community Leagues do not fulfill a role in local government decision-making but do perform an information distribution function. Its is recognized by the City as a vehicle for communicating with citizens.	Neighborhood control of planning Grassroots identification and solution of issues within the neighborhood Increased neighborhood participation due to greater responsibility Direct link between local government and the neighborhood	Inconsistency in accountability and stability within neighborhood groups Inconsistency issues and solutions may lead to possible conflict between neighborhoods Reduced economics of scale and possible duplication Time constraints as local government or its representatives may have to attend more meetings

Table K4: Service-Based Social Planning

Model	Legal Status	Mandate	Membership	Financing	Structure	Activities	Strengths	Limitations
Service-Based Social Planning Abbotsford Community Services	Community-based, non-profit, multi service agency; registered charity.	To provide community-based supportive social services in partnership with government ministries and the local community	Individuals (membership fee of $2); direct mail donor base of over 2,500.	By federal, provincial and local government ministries; production and sales from recycling, thrift store; donations from individuals, businesses, churches, organizations, and foundations; bingo/casino; user fees.	Board of Directors(elected at large); executive director; division managers; unit supervisors; program and project staff; support staff and volunteers.	Multicultural Programs Residential Services Employment Services Food Bank Community Legal Services Thrift Store Seniors' Services Municipal Recycling Plant Family and Childrens' Services Substance Abuse Services	Better coordination of service planning, can pool resources More effective, less duplication of service and planning functions greater ability to respond to community-wide issues Vehicle for service providers to share resources and information	Additional layer of responsibility / authority Limited opportunities for working on issues that are not service-based Possibility of diffusing financial support

Table K5: Funding-Based Social Planning

Model

Legal Status

Mandate

Membership

Financing

Structure

Activities

Strengths

Limitations

Funding-Based Social Planning United Way of the Fraser Valley

An incorporated non-profit charity operating as an accredited member of United Way/Centraide Canada.

Raise funds to promote the organized capacity of people to care for one another. The United Way seeks to provide leadership and to stimulate citizen participation in the improvement of social conditions.

Individuals and incorporated organizations approved by the Board of Directors, who subscribe to the purposes of the United Way.

Grants from government and foundations for special projects; payroll deduction campaigns; corporate and individual donations; special events and corporate sponsorship programs.

Selected Board of Directors and a United Way fund raising campaign cabinet; paid staff for administration fund raising and support to member agencies; agency and community services committee of volunteers to advise on programs and support services to member agencies

Raising and distributing sustaining and project funds to member agencies. Six key services include: health and rehabilitation, crisis and emergencies, community and neighborhood, seniors and persons with disabilities. Raising and distribution funds to promote and assist with new initiatives and community outreach within the charitable sector. Providing research and planning support to the fund raising campaign and to the planning, coordination and provision of services by member agencies. Raising and distributing funds to qualify organizations as designated by donors. Providing community social planning functions.

A credible and stable way of acquiring resources Able to combine education about issue with fundraising efforts Greater flexibility and ability to access private and corporate citizens to support and/or become involved in the issue Positive vehicle for business and community to share resources and information

Additional responsibility of ongoing fund raising Demand tends to exceed resources Sorting and priorization of community issues may be driven by donors rather than meeting community needs Potential conflicts between emerging issues and donor priorities Advocacy role threatens donor support

K.2 Social Planning Roles

As social planning is initiated and established within a community, key partners may retain one or more roles depending on their mandate, the issue being addressed (which may predetermine their role), or select different roles as they identify how they wish to relate to each issue.

Table K6: Roles for Individuals, Groups and Organizations

1.

Advocacy: where one acts on one's own or others behalf to change a public policy and/or to get support for action on a specific social issue.

2.

Analysis: social policy research, analysis, and recommendations regarding government programs and services or their absence.

3.

Education/Communication: informing and educating the public about issues which affect community well-being.

4.

Demonstration: developing and implementing innovative approaches to community development.

5.

Documentation: conducting applied research to generate information to help the community document its issues, needs, concerns, strengths or achievements.

6.

Organization: helping those affected by a community issue to develop policies, plans and/or strategies for action.

7.

Problem-solving: helping to build bridges and consensus among differing viewpoints for the benefit of the community as a whole.

K.2.1 Roles for Local Government

The inclusion of social planning provisions in the Municipal Act provides an excellent opportunity for municipalities and regional districts to build on, and strengthen the relationship they have with their own communities. Their accessibility to community residents, ability to facilitate community-wide participation, and linkage with other levels of government places them in a strong position to play a key role to address the social impact of change through participating in social planning within their community.

Municipalities and regional districts have effective leadership, facilitative, support, or advocacy roles for their communities. They may also:

initiate and establish a social planning committee to assist them in addressing community issues and concerns

support and participate in the development of external, arms-length social planning council in the community and/or regional district

develop and support internal social planning resources and expertise within their organization to liaise and work with the community.

K.2.2 Roles for provincial government

Many community planning initiatives are currently offered through the Provincial Government in the form of legislation, programs or community initiatives. Having already provided local governments with social planning authority, the Provincial Government may also play a more effective role to strengthen social planning in communities by:

providing leadership and coordination for interministerial planning committees on specific issues that have accountability in more than one ministry (e.g. the Ministries of Health, Education, Social Services, Women's Equality, Attorney General have an interest in child care, along with a complex range of available programs, services, and funding);

initiate, develop and foster special "arms-length" bodies to address specific issues, such as the Commission on Resources and Environment

develop a "Best Practices Code" for social planning and provide examples, support, and resources to local governments and communities to encourage effective partnerships and to strengthen social planning

a stronger community.

K.2.3 Roles for federal government

While there are a variety of initiatives from the Federal Government to strengthen social planning (e.g. Community Futures Program), the continued involvement of the Federal Government in these types of initiatives is changing. At this writing, the nature and the scope of the Federal role is unclear.