In this chapter, Hallsmith discusses two very important aspects of creating sustainable communities. On one hand, she emphasizes the fact that, as social beings, we need to celebrate together things that make us proud of our communities. Not only do inspiring assets bring us together, they show us what's possible and motivate us to work towards improvement. On the other hand, she notes that in order for the positive to come out of our assets, communities must have a vision. Without a vision, communities don't see the road ahead, and are unlikely to follow something they can't picture becoming true in the future.
One important tool that she details is an asset inventory. These inventories allow communities to figure out what assets exist within it and how they can be best used to make the community sustainable. Schools, natural resources, infrastructure, etc. are things that are valuable to the community and help sustain it. Knowing these assets and how they are being used gives a preliminary idea about whether the community is sustainable. For example, sustainable communities must know how many resources they use and how much of those go to waste. If a community uses more than what it can generate and has to depend on declining resources elsewhere, then the community may not be sustainable. Similarly, if problems within the community worsen human capital, then the ability of the community members to help sustain the community over the long-term may disappear.
Finally, communities must get together to create a vision, something they can stand by and work for. As Hallsmith explains, a vision is the roadmap to the future, a point where members want to see their community go. The examples given, such as that of Burlington, VT and Geneva, NY, show what this means. It's a clear picture of what community members want to see in their communities. This usually means a strong local economy with good jobs and businesses, an excellent transportation system, great education, green spaces, renewable energy use, and local food resources. This kind of vision is what motivates people to work as a community to achieve a medium- to long-term goal.
Sunday, September 2, 2007
Saturday, September 1, 2007
Chapter 10: Initiating Action
I chose to read Chapter 10, “Initiating Action”, which outlines the steps involved in implementing a successful plan. The first part of a systems strategy is “outlining action for change.” When creating a plan, Hallsmtih asserts that leaders must take into account all aspects of a community when envisioning an action. The underlying principle of all this is that “Actors combined with Resources produce Change.” Next comes the actual action plan, and the author points out that planners need to realize that the original form of a project is likely to evolve over time, and therefore needs to be flexible and possible outcomes need to be incorporated from the start. Once the plan goes into effect, an open flow of information becomes critical in indicating the success of a plan. Finally, the author concludes the chapter by reminding the reader that the actors must have integrity and what they want in the future directs how they must behave in the present.
What struck me most during this reading was the last item I mentioned above, how we must have integrity when creating an action plan for the future. For instance, if a city is in the process of creating a new recycling plan as part of their goal to produce less waste, then they have to apply those goals to the way they behave at that moment. So, the office in charge of carrying out this plan should practice recycling themselves and be vigilant in this- otherwise, in what position are they to tell everyone else in the city to recycle? Taking the small, first steps towards a grander goal and building on those initial successes is key, and furthermore, it gives momentum to the system so that other initiatives are possible.
What struck me most during this reading was the last item I mentioned above, how we must have integrity when creating an action plan for the future. For instance, if a city is in the process of creating a new recycling plan as part of their goal to produce less waste, then they have to apply those goals to the way they behave at that moment. So, the office in charge of carrying out this plan should practice recycling themselves and be vigilant in this- otherwise, in what position are they to tell everyone else in the city to recycle? Taking the small, first steps towards a grander goal and building on those initial successes is key, and furthermore, it gives momentum to the system so that other initiatives are possible.
Friday, August 31, 2007
Concrete Points - “Imagine all the people… living life in peace”
Chapter 5
Celebrating Assets and Creating a Vision
In this chapter Gwendolyn Hallsmith outlines what she sees as the essential elements necessary to build a meaningful community vision. She states that community vision is necessary for the creation of sustainable community systems. The first step towards creating this vision is the celebration of the community’s assets. The celebrations of what is good about the community will not only help to point out what types of systems and characteristics are successful, but also serves as a rallying point for the community. Hallsmith writes “People are generally much more willing to support the ideas and initiatives they have helped create.”
Throughout the chapter Hallsmith reiterates the importance of widespread involvement of the community in the process of the creation of a community vision. Her approach is both highly democratic and compassionate, referring to “caring for others” and “empathetic, reflective listening” as important elements in reaching this goal. Hallsmith points out many of the problems with her own suggestions with examples such as “It fails because the steering committee doesn’t really get it…” referring to the difficulties of a group carrying out a single vision.
Hallsmith concludes by giving examples of real community vision statements of several U.S. cities.
Critique:
As I read Hallsmith’s ideas I can’t help but feel skeptical. The skepticism however is not because I believe people are greedy or evil or self-serving or even couldn’t be shown a greater way of doing things. The skepticism comes from the fact that what Hallsmith ultimately fails to provide a roadmap from where we are now to where she proposes we go. Hallsmith writes that “real change requires a change in behavior.” I think few will disagree with this, but how does behavior change. Does it change by being told to change or is it by seeing the advantage of change? Hallsmith outlines no means for recognizing what she sees as human needs as the basis for a community vision. She fails to include the need of leadership on the execution of a vision and how very often leadership, compromise and community involvement result in struggle.
If I am to be skeptical of Hallsmith and her ideas I must also be skeptical of others who dream of a better way of doing things, but fall short in providing directions on how to get there. It’s certainly easy to say that things won’t work because they haven’t. Certainly, the reader’s reaction to this chapter will be based on their expectations. Where I was looking less for a confirmation of where we wanted to go and more for constructive thoughts on how we want to get there, I was slightly disappointed. Still, I can’t help but hold admiration for the author in hope to create a better way of doing things. Afterall, no one criticizes John Lennon for Imagine, perhaps Hallsmith is simply a dreamer. She’s not the only one.
Celebrating Assets and Creating a Vision
In this chapter Gwendolyn Hallsmith outlines what she sees as the essential elements necessary to build a meaningful community vision. She states that community vision is necessary for the creation of sustainable community systems. The first step towards creating this vision is the celebration of the community’s assets. The celebrations of what is good about the community will not only help to point out what types of systems and characteristics are successful, but also serves as a rallying point for the community. Hallsmith writes “People are generally much more willing to support the ideas and initiatives they have helped create.”
Throughout the chapter Hallsmith reiterates the importance of widespread involvement of the community in the process of the creation of a community vision. Her approach is both highly democratic and compassionate, referring to “caring for others” and “empathetic, reflective listening” as important elements in reaching this goal. Hallsmith points out many of the problems with her own suggestions with examples such as “It fails because the steering committee doesn’t really get it…” referring to the difficulties of a group carrying out a single vision.
Hallsmith concludes by giving examples of real community vision statements of several U.S. cities.
Critique:
As I read Hallsmith’s ideas I can’t help but feel skeptical. The skepticism however is not because I believe people are greedy or evil or self-serving or even couldn’t be shown a greater way of doing things. The skepticism comes from the fact that what Hallsmith ultimately fails to provide a roadmap from where we are now to where she proposes we go. Hallsmith writes that “real change requires a change in behavior.” I think few will disagree with this, but how does behavior change. Does it change by being told to change or is it by seeing the advantage of change? Hallsmith outlines no means for recognizing what she sees as human needs as the basis for a community vision. She fails to include the need of leadership on the execution of a vision and how very often leadership, compromise and community involvement result in struggle.
If I am to be skeptical of Hallsmith and her ideas I must also be skeptical of others who dream of a better way of doing things, but fall short in providing directions on how to get there. It’s certainly easy to say that things won’t work because they haven’t. Certainly, the reader’s reaction to this chapter will be based on their expectations. Where I was looking less for a confirmation of where we wanted to go and more for constructive thoughts on how we want to get there, I was slightly disappointed. Still, I can’t help but hold admiration for the author in hope to create a better way of doing things. Afterall, no one criticizes John Lennon for Imagine, perhaps Hallsmith is simply a dreamer. She’s not the only one.
Thursday, August 30, 2007
Chapter 5: Celebrating Assets and Creating a Vision
Chapter 6: Envisioning a Beautiful World
At the opening of the chapter, Hallsmith states the need for a community’s vision to “reflect principles that will insure the continued health and vitality of the plant to support the goal of sustainable cities.” The author discusses the Earth Charter and the Melbourne Principles in this chapter, and relates them to the social system, the world of power, the economic world, and the physical environment. Hallsmith defines the Earth Charter as a sort of Bill of Rights that includes the rights of nature; a vision for the planet; an international treaty, written by the people. She calls it “a vision for ways in which all our needs can be met,” tying the patterns and needs of natural systems into the patterns and needs of the community throughout her discussion. However, I wish there had been more of a discussion of how we can practically apply some of these principles in the fields of design and planning - perhaps this is addressed in yet another chapter.
Throughout her discussion, Hallsmith stresses respect and care for the community of life-in all its forms, as outlined in the Charter, as a critical part of working toward sustainable, democratic communities. She reminds the reader that relationships are interdependent, as are systems, including ecological systems, and stresses the value of all parts of the system, regardless of their intrinsic value to human beings, because they are integral to the functioning of the system. She also states that families need to be strengthened, as “so many government policies today erode the family.” I’m not sure that I can agree with her on this point, as it seems unsupported by examples; she goes on to mention work vs. school schedules, welfare, and social security. She also discusses health care, sustainable education, lifelong learning, and the use of media to increase social development and raise awareness of ecological and social challenges.
When discussing the political system, Hallsmith points to power, justice, equitable access, and conflict resolution. She cites fundamental freedoms as providing the opportunity to realize one’s potential, but reminds us that freedom of action comes with responsibility to care for the environment and hold actors responsible. The author calls for the elimination of discrimination – political, social, and economic equity, and universal access – not only physical, but access to information on environmental matters. She also suggests demilitarization to a level of defense, and putting those funds toward peace and ecology, supporting environmental protection..
In her vision for the economy, the author suggests the eradication of poverty, equitable distribution of wealth among nations, increased resources, and social and economic justice.
Eventually, Hallsmith addressed the physical environment, which I felt had been essentially bypassed, aside from her use of terms like “sustainability” and “environmental protection.” She calls for the support and rehabilitation of natural systems, for the protection of biodiversity, for environmental conservation. She urges a cautionary approach, particularly when information is limited or predicted results are unclear or uncertain, in order to prevent harm. Hallsmith also suggests imposing a “burden of proof” upon those who claim their actions will cause no harm, and holding them liable for the consequences. The author briefly addresses housing, energy, and transportation, then promotes the use of environmentally sound technologies for the production of local goods and services, suggesting the internalization of the cost (environmental and social) or goods in their pricing. She also includes water, communication (between cultures and worldwide), and waste processing as things that are also imperative to the creation of a responsible, democratic, and just society.
Hallsmith brings in the Melbourne Principles for Sustainable Cities as a way of interpreting the Earth Charter. These essentially bring in the main points from the charter, and also encourage the minimization of a community’s ecological footprint, empowerment of people, cooperative networks, using ecosystems as a model for healthy and sustainable cities, and good governance.
Throughout her discussion, Hallsmith stresses respect and care for the community of life-in all its forms, as outlined in the Charter, as a critical part of working toward sustainable, democratic communities. She reminds the reader that relationships are interdependent, as are systems, including ecological systems, and stresses the value of all parts of the system, regardless of their intrinsic value to human beings, because they are integral to the functioning of the system. She also states that families need to be strengthened, as “so many government policies today erode the family.” I’m not sure that I can agree with her on this point, as it seems unsupported by examples; she goes on to mention work vs. school schedules, welfare, and social security. She also discusses health care, sustainable education, lifelong learning, and the use of media to increase social development and raise awareness of ecological and social challenges.
When discussing the political system, Hallsmith points to power, justice, equitable access, and conflict resolution. She cites fundamental freedoms as providing the opportunity to realize one’s potential, but reminds us that freedom of action comes with responsibility to care for the environment and hold actors responsible. The author calls for the elimination of discrimination – political, social, and economic equity, and universal access – not only physical, but access to information on environmental matters. She also suggests demilitarization to a level of defense, and putting those funds toward peace and ecology, supporting environmental protection..
In her vision for the economy, the author suggests the eradication of poverty, equitable distribution of wealth among nations, increased resources, and social and economic justice.
Eventually, Hallsmith addressed the physical environment, which I felt had been essentially bypassed, aside from her use of terms like “sustainability” and “environmental protection.” She calls for the support and rehabilitation of natural systems, for the protection of biodiversity, for environmental conservation. She urges a cautionary approach, particularly when information is limited or predicted results are unclear or uncertain, in order to prevent harm. Hallsmith also suggests imposing a “burden of proof” upon those who claim their actions will cause no harm, and holding them liable for the consequences. The author briefly addresses housing, energy, and transportation, then promotes the use of environmentally sound technologies for the production of local goods and services, suggesting the internalization of the cost (environmental and social) or goods in their pricing. She also includes water, communication (between cultures and worldwide), and waste processing as things that are also imperative to the creation of a responsible, democratic, and just society.
Hallsmith brings in the Melbourne Principles for Sustainable Cities as a way of interpreting the Earth Charter. These essentially bring in the main points from the charter, and also encourage the minimization of a community’s ecological footprint, empowerment of people, cooperative networks, using ecosystems as a model for healthy and sustainable cities, and good governance.
Chapter 10- Initiating Action
At the beginning of Chapter 10 (Initiating Action) Hallsmith asks an important question: “How do we initiate action so that our vision can become a reality?” She answers this question by explaining that we must first identify what we want to change and then note all of the links that our challenge shares with the environment around it. At the most basic level, Hallsmith asserts that we can initiate change as long as we understand the many links that join together the actors involved, the resources that are available, the constraints that we face, the values and mindsets that guide the population, and the innovative opportunities that exist. After considering all of these connections, we can form a plan.
Each of the following topics discussed in Chapter 10 caught my attention and pertains to our work in this class:
1) Develop a plan that allows for and encourages feedback from the community. As a class, I think we have already set a standard of open communication that allows for feedback. In our project groups we must do the same by listening carefully to feedback from the community and then by processing this feedback appropriately—whether we disregard it, modify it, or incorporate it fully into the plan. We must foster an environment where it is okay to make mistakes and where people feel respected and valued.
2) Think in terms of processes. I usually regard economic costs as the most important factor in my decision making process. Yet Hallsmith encourages us to recognize that all aspects of life are connected and that we cannot rightfully separate one category (say economics) from another (say the environment). In my group, I need to consciously make an effort to place the same value on natural and social processes as I do on economic processes. I must force myself to recognize the relationship between each of these areas.
I also have a few thoughts to share after reading this section:
We wonder why sustainability does not gain the respect and attention of popular culture, but the answer is simple; sustainability requires people to adopt a new paradigm—one that might challenge everything they believe in. We are not only asking people to change their habits, but we are selling them a belief system. On another note, Hallsmith argues that all members of society should engage in dialogue and in the planning process in order for us to reach the best and most sustainable solutions. This dialogue, however, does not happen easily. Not only do people hold fundamentally different beliefs from one another, but they usually make decisions based on their own personal interests. Perhaps our job, then, is to bridge the gap between these conflicting interest groups and find common ground where everyone can agree.
Each of the following topics discussed in Chapter 10 caught my attention and pertains to our work in this class:
1) Develop a plan that allows for and encourages feedback from the community. As a class, I think we have already set a standard of open communication that allows for feedback. In our project groups we must do the same by listening carefully to feedback from the community and then by processing this feedback appropriately—whether we disregard it, modify it, or incorporate it fully into the plan. We must foster an environment where it is okay to make mistakes and where people feel respected and valued.
2) Think in terms of processes. I usually regard economic costs as the most important factor in my decision making process. Yet Hallsmith encourages us to recognize that all aspects of life are connected and that we cannot rightfully separate one category (say economics) from another (say the environment). In my group, I need to consciously make an effort to place the same value on natural and social processes as I do on economic processes. I must force myself to recognize the relationship between each of these areas.
I also have a few thoughts to share after reading this section:
We wonder why sustainability does not gain the respect and attention of popular culture, but the answer is simple; sustainability requires people to adopt a new paradigm—one that might challenge everything they believe in. We are not only asking people to change their habits, but we are selling them a belief system. On another note, Hallsmith argues that all members of society should engage in dialogue and in the planning process in order for us to reach the best and most sustainable solutions. This dialogue, however, does not happen easily. Not only do people hold fundamentally different beliefs from one another, but they usually make decisions based on their own personal interests. Perhaps our job, then, is to bridge the gap between these conflicting interest groups and find common ground where everyone can agree.
Project Team Community Gardening
Welcome to the Community Gardening Team. Your first task is to get to know community gardening, and a few community gardens in Ithaca. You can get to know community gardening by listening/watching/reading the below backgrounders. You can get to know Ithaca Community Gardens by visiting their website. The second garden information is as follows :
Your Community Gardening Backgrounders are found at the following websites:
Machetes and Marigolds
American Community Garden Association
(scroll down to videos section)
Your resources for "ground-truthing" on Thurs the 6th will be found at the following websites:
Garden Mosaics Neighborhood Exploration
Garden Mosaics Garden Inventory
Read the instructions, download the forms, get photos, etc in advance of Thurs!! Remember, you are responsible for taking initiative-take the ball and run with it!
People's Garden Project - (First Baptized Church of Christ, 412 1st st., Northside)
Jhakeem Haltom haltomj at gjr dot tstboces dot org 342-5323
Pastor Ronald Benson
Your Community Gardening Backgrounders are found at the following websites:
Machetes and Marigolds
American Community Garden Association
(scroll down to videos section)
Your resources for "ground-truthing" on Thurs the 6th will be found at the following websites:
Garden Mosaics Neighborhood Exploration
Garden Mosaics Garden Inventory
Read the instructions, download the forms, get photos, etc in advance of Thurs!! Remember, you are responsible for taking initiative-take the ball and run with it!
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