We’re Building Barns
Tindle and Tindle in their book “Local Government” suggest that ‘barn raising’ is the way that local government should be taking to build strong and vibrant communities.
The City of Greater Sudbury (CGS) is doing just that.
In June of 2001, the CGS adopted the Healthy Communities Model as their preferred choice in developing healthy collaborative communities. The model is built upon a few key principles which include:
- Muliti-Sectorial representation
- Members of Council and staff
- Residents as full equal partners
- Policy development for change
Council Support
Municipal Council has dedicated resources for the creation of 3 pilot Community Action Networks. The chosen neighbourhoods are Capreol, Levack-Onaping as well as Minnow Lake.
We’ve Built a Barn
Yes, on October 18, 2002 the first barn was built in Levack-Onaping. Under the leadership of Martha Cunningham-Closs and Joe McLeod over 50 persons have taken an active role in re-vitalizing their community. From looking at a sliding hill, creating a beautification plan, bringing in a grocery store, are but a few initiatives that will improve upon the quality of life for the residents of this area.
We’re raising 2 other barns. Steering committees have been formed in Capreol and Minnow Lake and both are getting ready to engage the community in creating their “strategic vision” that will help them achieve their preferred future.
What are the Benefits?
As a result of a few barnstorming sessions, participants identified the following benefits
- Connecting neighbours
- Enriches the lives of residents
- Collaborative effort
- mproves job potential
- Encourages family participation
- Critical issues are resolved
- Skills are identified and tapped
- Builds strong community pride
- Forum-consensus democracy
Setting Direction
“An integrated vision of the social, health, environmental and economic well-being of communities” is the statement that has been adopted by the City of Greater Sudbury.
How Do We Get There?
Leadership
The foundation for successful change lies within our ability to attract quality leaders and followers. Ward Councillors and an appointed staff person begins the process by identifying a few community champions. In turn they play a lead role in recruiting other community builders to come together to discuss the creation of the Community Action Network.
Collaborative Action 
A Steering committee is formed and they are challenged to excite and mobilize the creation of a Strategic Neighbourhood Action Plan.
Public Input
This is another major requirement for success. Being open, transparent and democratic have been adopted as a few of the key principles that will drive the Community Action Network.
Promotion and peer recruitment will bring residents to two very important public forums.
- Taking the Pulse Session
- Strategic Visioning Session
Participation targets are set at attracting from 40 to 70 residents to come together and create a plan that will improve the economic, environmental as well as social/health well being of the neighbourhood.
Results-Concrete Action Plan
Priority initiatives are identified and Work Teams are created to lead for positive change. Initiatives might include projects that might create new jobs, add volunteers to existing special event committees, adding a new recreation opportunity, really anything is possible with the interest and dedication of people with a vision.
Community Action Network
A team is selected to lead the change. They usually meet on a monthly or on an as need basis and work with the City in improving the overall quality of their community.
