Early scoping

Before embarking on a community change program, it is crucial to conduct an early scan of the local environment to identify any existing plans or projects that may overlap with or complement the proposed initiative. This preliminary assessment serves as a foundation for informed decision-making, preventing redundancy and ensuring that the new program aligns with and enhances the current community landscape.

Additionally, scoping what is already in place provides an opportunity to uncover potential allies and thought partners who may share a common interest in the proposed concept. Collaborating with existing stakeholders can strengthen the community change program by leveraging diverse perspectives, resources, and expertise. Building alliances early fosters a sense of collective ownership and commitment, enhancing the program's overall impact.

The existence or planned existence of similar or overlapping initiatives may also result in a modification of the plan to avoid duplication or creating unhelpful competition in engaging families. For example a site where there is a new and comprehensive health service nearby to the school, is less likely to be open to out posting and co-location than a site where families access to services is inhibited by distance and transport. 

Include an exploration of past initiatives of a similar nature in the local or similar areas. Learning from the successes and challenges of previous projects provides valuable insights for program design and implementation and alerts planners to potential pitfalls and possible “project fatigue” in local partners.

Our Experience/Learning

Involving the Department of Education, local council, and health planners in early and longer-term scoping processes is imperative as they have knowledge of the current landscape, strengths and challenges in the local services system and often access to recent needs assessments that will be relevant if the ideation proceeds to implementation.

Some of the Our Place sites were established alongside significant investment by the Department of Education "Education Plans".  At one level this was a strategic move as there was complete alignment in purpose and objectives.  It does require significant effort to ensure that those involved in implementation and monitoring are well briefed on the strategic intent and can explore how the joint responsibilities will be managed in the most productive way.

Not all organisations are open to partnerships or collaboration.  In some cases, new organisations are viewed with mistrust by more established ones and by the community as they have had long experience of big promises and short-term provision.  In other situations, new organisations are viewed as competitors for limited resources (funds and staff) and a threat to the other organisations.  These concerns are real and usually borne out of past experience and need to be factored in the planning for relationship development if implementation does proceed.