New Community Paradigms

Here's how the positive deviance approach is different: * Outsiders don't bring in ideas to change a community's culture. Instead, they ask the community to look for its own members who are having success. Those local ideas, by definition, are affordable and locally acceptable - at least to some people in the community. Since they spring from a community's DNA, the community is less likely to feel threatened by these ideas and more likely to adopt them. * The focus is not a community's problems, but its strengths.

The Institute's mission is to provide innovative strategies, working models and timely information to support environmentally sound and equitable community development. To this end, ILSR works with citizens, activists, policymakers and entrepreneurs to design systems, policies and enterprises that meet local or regional needs; to maximize human, material, natural and financial resources; and to ensure that the benefits of these systems and resources accrue to all local citizens.

William H.(Holly) Whyte (1917-1999) is considered the mentor for Project for Public Spaces because of his seminal work in the study of human behavior in urban settings. While working with the New York City Planning Commission in 1969, Whyte began to wonder how newly planned city spaces were actually working out - something that no one had previously researched. This curiosity led to the Street Life Project, a pioneering study of pedestrian behavior and city dynamics.

Designers, programmers, data scientists, and artists alike are invited to take up the challenge: merge and compare mobility data sets from three cities-San Francisco, Geneva, and Zurich-and draw meaningful insights. Winning projects will showcase the power of open governmental data and facilitate the knowledge exchange between cities. Juried prizes include round-trip airfare to one of the participating cities and funding from Fusepool, the European / Swiss Datapool, for developing the project into an app.

The Public Engagement Principles (PEP) Project was launched in mid-February 2009 to create clarity in our field about what we consider to be the fundamental components of quality public engagement, and to support President Obama's January 21, 2009 memorandum on open government. The following principles were developed collaboratively by members and leaders of NCDD, IAP2 (the International Association of Public Participation), the Co-Intelligence Institute, and many others.

Debategraph is a social enterprise that combines argument visualization with collaborative wiki editing to make the best arguments on all sides of every complex public debate freely available to all, and continuously open to challenge and improvement by all.

The debategraph on the Core Principles for Dialogue & Deliberation can also be found at http://debategraph.org/flash/fv.aspx?r=16220. You can learn more about the Principles and the process we used to create them at www.ncdd.org/pep.

The Democracy at Work Network (DAWN) is a network of certified peer advisors, all with strong social and professional ties, who cooperate in training themselves and providing technical assistance services to worker cooperatives. Our goals are to meet the demand for technical assistance and development advice with high-quality services, and increase worker cooperative technical assistance capacity from inside the movement.

"This remarkable equation is why people move to the big city," West says. "Because you can take the same person, and if you just move them to a city that's twice as big, then all of a sudden they'll do 15 percent more of everything that we can measure." While Jacobs could only speculate on the value of our urban interactions, West insists that he has found a way to "scientifically confirm" her conjectures. "One of my favorite compliments is when people come up to me and say, 'You have done what Jane Jacobs would have done, if only she could do mathematics,' " West says. "What the data clearly shows, and what she was clever enough to anticipate, is that when people come together, they become much more productive."

"APPA can be applied in a variety of contexts and with a wide range of participants. Its primary value lies in its emphasis as a process of lasting engagement and dialogue among stakeholders. APPA combines the framework of Appreciative Inquiry and the tools of Participatory Learning and Action (PLA). Its objective is to find and emphasise the positive, successes and strengths as a means to empower communities, groups and organisations to plan and manage development and conservation. [It] uses the cycle of the 4D�s: Discovery, the act of appreciation: the best of what is and what gives life to the community, group or organisation; Dream, envisioning and impact: what might be, creating a positive image of a preferred future; Design, co-constructing the desired future: what should the ideal be, a process of dialogue, consensus and further inquiry; Delivery, sustaining: how to empower, learn, adjust and sustain." (Source: PPM&E Resource Portal)

Citizen uptake to date has been, however less than was hoped. Part of it is the normal delay in innovation uptake, and part is linked to poor internet penetration and low connectivity in aid intensive countries. But the time has come to analyze more closely the reasons for this tepid demand side response or its lack of sustainability after an initial peak of interest. What may well be missing is the human element and the ability of people potentially interested in using this information to work together in conducive venues where they could exchange ideas, develop joint approaches, and train citizens and CSO organizations.

You are warmly invited to participate in Civil Society Politics - a new politics that is grounded in communities and social relationships, and an alternative to the failed ideologies of Left and Right. Civil Society Politics is: A movement - which individuals may join. Global in scope - civil society is global, and a movement to strengthen it is needed in every country. Open to members of existing parties and members of none, including those who seek new parties based on civil society.

The New Museum began as an idea in the mind of founding Director Marcia Tucker. As a curator at the Whitney Museum of American Art from 1967 through 1976, Tucker observed firsthand that new work by living artists was not easily assimilated into the conventional exhibition and collection structure of the traditional art museum.

The Interactivity Foundation works to enhance the process and expand the scope and health of our public discussions by bringing people together in small group discussions of broad topics of public policy concern. Our Fellows conduct Project Discussions that engage separate panels of selected generalists and specialists on a public policy topic for a year or more of private (or "sanctuary") discussions to develop and explore multiple policy possibilities, which are then worked into a Discussion Report. We also conduct and sponsor shorter series (3-4 sessions) of small group Public Discussions, which are open to all interested participants and use the possibilities from our Discussion Reports as the starting point for further exploration and development. Finally, we collaborate with certain college faculty to develop and support facilitated, student-centered Classroom Discussions.

LA2050 is a community-owned mechanism to create a shared vision of success for Los Angeles in 2050 and to track progress toward that vision. Spearheaded by the Goldhirsh Foundation, LA2050 has looked at the health of the region along well-defined indicators, and made informed projections about where we'll be in the year 2050 if we continue on this current path.

Results Based Community Planning implements RBA™ population accountability within a local community. It is ….. - Working with a cross section of members of a local community (eg Maitland or Coonamble) - To decide what are the big picture results or outcomes they want for their local community (eg People Belong and are Connected to their Community) - Then work out how they would measure if they had achieved that result (eg Percentage of People with an Effective Neighbourhood Network) - To consider what factors effect that measure and how the local community is going against that measure at the moment - And brainstorm potential partners and potential strategies that could be undertaken to "improve" this measure (eg increase the percentage of people with an effective neighbourhood network) - With some of the strategies having to be Low Cost or No Cost, and some of them Off the Wall because who knows what just might be possible!! - And it is not just about planning, but then getting on and doing it!

The Local Community Services Association (LCSA) is the peak body for Neighbourhood Centres in NSW. Formed in 1974 LCSA supports its members' focus on social inclusion and all facets of community development through resources, networking and advocacy.

Whether we are struggling to generate fresh ideas or staring at problems with no solutions in sight, the spark of creative genius often seems out of reach. In this audio lecture from Stanford Social Innovation Review's Nonprofit Management Institute, Stanford Professor Tina Seelig discusses how we can unlock our creative genius through a set of tools and conditions we each have in our control-our "innovation engine." Based on real-world examples and a dozen years of experience teaching courses on creativity and entrepreneurship in the Stanford School of Engineering, Seelig challenges traditional assumptions about creativity to show us how we can seek out the right resources and environment to fuel our innovation engines. She contends that just as the scientific method demystifies the process of discovery, there is a formal process for unlocking the pathway to innovation.

We do not claim expertise in any specific business area. Rather we work to bring to the table our deep systems expertise (concepts and tools); our clients bring deep understanding of their environment; together we find a heightened level of perception and new ways to think about issues. The result is often amazing in terms of results and accomplishments.

We received 279 submissions, and more than 70,000 people voted to help us choose the ten winning proposals. We were blown away by the diversity and the high quality of the submissions. The selection process was extremely competitive.