Introducing Ray Norman: In recent times I've received an increasing number of requests for assistance in regard to local governance and PLACEmaking. This has flowed somewhat organically from my research activity and specifically via my networking.
Aside from, yet in many ways related to, my practice as a 'CULTURALproducer', I've been engaged in research to do with 'PLACE' and current understandings of 'placedness'.
This has led me into the realm of CULTURALgeography, PLACEmaking, PLACEscaping, PLACEmaking and CULTURALlandscaping. In its turn this has led me into this enterprise cum consultancy.
Culture makes places and places shape cultures.
Culture makes places and places shape cultures.
'Local governance' is entirely to do with PLACEmarking albeit that generally this is not that well understood. In the main, the elected representatives on councils, and 'council functionaries' alike, tend to think of 'council business' in a bureaucratic administrative cum corporate context.
Local governance's 'purpose' is not to exist in order to 'regulate' – or indeed to manage "rates, roads and rubbish" Rather, it is there to "help to build resilient communities, contribute to the development of a healthy environment, and promote local economies" – Tasmanian Good Governance Guide. In other words, to facilitate PLACEmaking.
Local governance's 'purpose' is not to exist in order to 'regulate' – or indeed to manage "rates, roads and rubbish" Rather, it is there to "help to build resilient communities, contribute to the development of a healthy environment, and promote local economies" – Tasmanian Good Governance Guide. In other words, to facilitate PLACEmaking.
Planning processes are all to do with PLACEmaking and PLACEscaping – CULTURALlandscaping. That is whether or not you are planning to build a home, build a road, lay out a precinct, commission a public artwork, develop a sports facility, start a business, initiate some community endeavour, whatever.
Good governance, or if you like good CULTURALlandscaping, has two constituent components:
When these two component parts operate together, and separately, good governance is both possible and 'purposeful'. When and if they become blurred, PLACEscaping is almost automatically compromised and unavoidably flawed. Then it more engaged in doing things to communities rather than proactively engaging with communities.
CONTEXT NOTE: Used in opposition to ‘stakeholder’: one who has a legitimate interest, stake and/or pecuniary interest in an enterprise, endeavor or entity. Also used to demonstrate inclusivity as opposed to the exclusive implications attached to ’stakeholder’.
- Policy development and determination plus strategic development – governance;
- The implementation of policies and strategies – management.
When these two component parts operate together, and separately, good governance is both possible and 'purposeful'. When and if they become blurred, PLACEscaping is almost automatically compromised and unavoidably flawed. Then it more engaged in doing things to communities rather than proactively engaging with communities.
As communities become increasingly diverse there is a greater need for the component parts of the constituent Communities of Ownership and Interest to be acknowledged – and indeed celebrated.
DEFINITION:
- Community of Ownership and Interest: (compound noun/proposition) an all-inclusive collective/community of people, individuals and groups, who in any way have multi layered relationships with a place or cultural landscape and/or the operation of an institution, organisation or establishment – typically a network.
- Usage and context: cultural geography; civic and environmental planning; and community administration
- REFERENCE: Dr Bill Boyd, SCU et al
CONTEXT NOTE: Used in opposition to ‘stakeholder’: one who has a legitimate interest, stake and/or pecuniary interest in an enterprise, endeavor or entity. Also used to demonstrate inclusivity as opposed to the exclusive implications attached to ’stakeholder’.
Ray Norman January 2020
