Communities. Getting a good coordinated team to work is never an easy task. Moreover, teams in citizen science projects have to deal with tens, hundreds or even thousands of people that participate. This might be an exhausting task but also incredibly rewarding. In this section, the interviewees provide their experience to make the team work together: • Citizen science means teamwork, intersectional and on many occasions it requires a long-term view. o A team means diversity of people and citizen science projects promote it even more. Being aware that everybody has their own concerns and motivations and knowing them to integrate them helps to create a nice working atmosphere. o Work must be felt as useful for everybody, at least in the long term. o It is good to have an “onboard document” in case somebody new comes to the team. “The less you pressure people, the most they work. I hardly had problems with people working too little, but I had problems with people working too much”. Xxxx • Having a team that love what they do and that like to work together is essential. Getting it is complex and it has a bit of magic but there are things that help: o Paying the team as much as possible helps. o Giving responsibility and freedom to act to everybody in the team seems to be very advisable by the majority of the interviewees. o Creativity should be encouraged. Integrate suggestions and ideas of everybody of the team. Having co-created projects help to share vision and having a cohesive team. o Non-pressing people works for some teams. People working too much can cause problems. o Providing interesting articles about the theme or event/workshop to the team as food for thought. o Talking about successes and failures in past events helps to set a good background within a team, so to build upon it. Documenting these is very advisable. o Creating a good atmosphere requires work: ▪ Giving value to other’s time is important: being on time matters. Meeting protocols help: “no agenda, no meeting”, for example. ▪ A good practice is to spend a lot of time with mentors and too often have a relaxed non-formal event to discuss other things than workshops, so one can communicate openly and all of the work is more transparent. Sharing all the information with the team promotes transparency and trust. ▪ A good practice might be to become friends with your team. When you know someone personally, you also care more for them. ▪ Sharing a place where problems can become jokes and one can laugh ev...
Communities. We strengthen communities by enhancing their ability to support families.
Communities. Under the supervision of a CEA, each community shall set up a Management Committee to oversee the activities under Part 1 of the Project. The Community Management Committee shall: (i) identify and mobilize members of the community to operate as Nutrition Aides; (ii) allocate appropriate sites for Nutrition Aides to conduct monthly growth promotion activities and provide other support, as necessary; and (iii) strengthen its capacity to analyze and respond to local nutrition problems.
Communities. 1. CBAs may give neighborhoods a more meaningful role in the development process than the opportunities ULURP provides for public participation. Those who champion CBAs on behalf of local communities articulate several justifications for the agreements. First, they argue that the City’s normal land use procedures often fail to ensure that the concerns of the neighborhood most affected by the proposed development are considered and adequately addressed.250 They argue that the representatives of the neighborhood -- the community board, the borough president, and City Council members -- are not effective in advocating for the community. They assert that community boards are given few resources and little training to evaluate development proposals.251 They note that members serve at the pleasure of borough 246 Id. at 17. 247 Id. at 20-26. 248 Id. at 21. 249 Id. at 44. 250 More generally, communities in many cities have turned the CBAs out of frustration with the lack of meaningful opportunities for communities to participate in the planning and design of federal urban renewal projects, community economic development programs, and land use decisions more generally. See, e.g., Ho, supra note 3, at 11–19. 251 See, e.g., Xxxxx Xxxxx, Issue of the Week: Community-Based Planning, GOTHAM GAZETTE, Mar. 25, 2002, xxxx://xxx.xxxxxxxxxxxxx.xxx/iotw/communityboards/; Xxxxx Xxxxxxx, Report Finds Disparity in City Aid to Community Boards, N.Y. TIMES, June 20, 2005, at B2; Xxxxx Xxxxxxxx, Back of Bloomy! Rally at City Hall Rips Community Board Cuts, N.Y. DAILY NEWS, June 10, 2009, at 29; Xxxxx Xxxxxxxxx, Cutting Back on Democracy, GOTHAM GAZETTE, Mar. 16, 2009, xxxx://xxx.xxxxxxxxxxxxx.xxx/article/fea/20090316/202/2854. presidents, who sometimes are said to replace members because of the members’ views.252 The community boards’ recommendations are advisory only, and may be ignored by the borough presidents, City Planning Commission, City Council and Mayor.253 Elected officials may, of course, disregard a community board’s recommendations for appropriate reasons, such as the City’s need for a particular development. But community members also may fear that their elected officials may disregard the community’s concerns for reasons the community may find more troubling, such as the role developers’ contributions may play in financing political campaigns.254 One of the tools designed to give neighborhoods more power in the land use process -- community based plans sanctioned by ...
Communities. 6.1 Ensuring the integration of entities within their territories
Communities a) Develop new outreach activities with and for communities living in Farnham, Haslemere, Godalming and Cranleigh
Communities. 6.1 Ensure the integration of entities in their territories (region, country) ( , )
Communities. We will tackle poverty, create opportunity, promote diversity, and do all we can to xxxxxx inclusion across the county. We will revive, further develop, and implement an anti-poverty strategy for Cambridgeshire. We will encourage and participate in place-based partnerships with District Councils and the Greater Cambridge Partnership where possible, to avoid duplication in local arrangements. We will task officers to consult with District Councils and other partners on ways to devolve more of the Council’s budget to be managed locally. The CJAC model in Cambridge, with County and District Councillors sitting on a committee together to make decisions for their area, has worked well in the past. This model could be expanded to include more services and to include parish councils. We will continue to develop the concept of community hubs, and along with our partners seek to offer a broader range of services from them. We will aim to offer more accessible services such as youth services and children’s centres, to provide more help for young people and families. We will keep the county’s libraries open, in public ownership, and ensure their services remain free for everyone on Universal Credit.
Communities o Sub-Objective 4.2.1 Sustain Community Health o Sub-Objective 4.2.2 Restore Community Health o Sub-Objective 4.2.3 Assess and Clean Up Brownfields
Communities. 1. CBAs may give neighborhoods a more meaningful role in the development process than the opportunities the existing land use process provides for public participation. Those who champion CBAs on behalf of local communities articulate several justifications for the agreements. First, they argue that the local government’s normal land use procedures often fail to ensure that the concerns of the neighborhood most affected by the proposed development are considered and adequately addressed.147 They argue that the representatives of the neighborhood are not effective in advocating for the community. In New York City, for example, the community boards’ recommendations are advisory only, and may be ignored by the Borough Presidents, City Planning Commission, City Council and Mayor. Elected officials could disregard a community 146 Cite to cases using the extortion analogy. 147 More generally, communities in many cities have turned the CBAs out of frustration with the lack of meaningful opportunities for communities to participate in the planning and design of federal urban renewal projects, community economic development programs, and land use decisions more generally. See, e.g., Ho, supra note Error! Bookmark not defined. , at 11-19. boards’ recommendations for appropriate reasons, such as the City’s need for a particular development, but may also be perceived as disregarding the community’s concerns because they depend upon developers for campaign contributions or other political support.148 The community boards are given few resources and little training to evaluate development proposals. Members serve at the pleasure of the Borough President, who sometimes replace members whose views he or she doesn’t like. Finally, while New York City gives communities the power to propose their own plans, there is wide-spread dissatisfaction with that process. Similar complaints are heard in many (if not most) local governments across the country. Perhaps not surprisingly, then, neighborhoods wishing to have a more significant role in the land use process see CBAs as a more direct and powerful way for the community to shape their neighborhood’s development.