Unleashing The Power In People
“When we meet, we build depth in our relationships with each other. When we build relationships with each other, we build relationships with people who represent different communities. When we build relationships with different communities, we build a strong sense of belonging and shared civic pride.” Voluntary community leader, Derek Bottom, examines the role of meetings in the development of Scottish Dunfermline
By Derek Bottom
Tanhouse Brae, Dunfermline. Photo: Céline Geeurickx/Unsplash
Welcome to Dunfermline, Scotland
Dunfermline is a town with a population of circa 55,000, located 24km from Edinburgh, and is frequently reported as one of the fastest growing towns in Europe as a consequence of its close proximity to Edinburgh and lower housing costs.
It is the ancient capital of Scotland and the home to Kings and Queens for over 300 years from 11th century. It was known as the ‘Westminster’ of Scotland. In more recent times, it was a major industrial centre for the linen industry, birthplace of the entrepreneur and philanthropist Andrew Carnegie, and home of creative artists such as The Skids, Big Country, and Nazareth.
Recent ‘Place Standard’ (a tool measuring 14 characteristics of community life and identifying strengths and weaknesses as perceived by residents) research evidences a strong sense of belonging and civic pride, however, a perception of poor opportunities to influence direction.
Our town has one plan, broad enough to embrace all, yet deep enough to assist people understand how they can contribute to our future. Plans are developed by ‘communities of interest’ drawn from across a broad spectrum of groups.
What is a Meeting in Dunfermline?
A meeting to me is less about a collection of people, rather, it is a meeting of minds. The group seeks out a shared vision and the attendees, representing a wide range of organisations, positively and actively contribute through sharing the plans that their organisation intend to take forward. The group becomes a ‘movement’ rather than another organization bound by rules and regulations.
Contributing to community life is the primary goal.
This provides several opportunities.
1. It allows each group to communicate their plans with other ‘communities of interest’.
2. It allows the other ‘communities of interest’ to consider how they might contribute resources or leverage these opportunities.
3. It allows people to participate at a level equal to their capacity.
4. It affords opportunities for shared funding applications through partnerships.
The Attendees
Attendance should be by people with a passion, rather than people with position. Participants are asked to leave their functional responsibilities at the metaphoric door and bring along their passion and experiences.
We enjoy good attendance across partner organisations. More importantly, the individual representatives are consistent.
Irrespective of titles, responsibilities, or size of organization represented, every voice is equal.
Dunfermline. Photo: Jim Payne Photography
The leader of the group is independent of each organisation and is a ‘community architect,’ able to identify symbiotic opportunities for different organisations to work together for the benefit of the whole community.
Participants mostly arrive 10/15 minutes early in order that they can catch others for a quick chat. This creates a cacophony of noise and builds positive energy and enthusiasm for the subjects under discussion.
Notes of meetings tend to be an aide memoire of projects in flight rather than a check list of commitments made. Organisations are trusted to take forward their plans at a pace commensurate with their capacity and capability. We spend 10% of our time looking back and celebrating successes, and 90% of our time looking forward to new initiatives.
Feedback on plans are welcome if they are constructive and seek to encourage and inform others’ plans.
New ideas only have a value if there is an ‘owner’ with the passion and capacity to take the initiative forward.
It is important to note the group have had time to breath and acclimatise. This is important and it has developed trust and help develop the meeting dynamic.
The meeting works well as a sounding board for individuals where no one individual has all the ideas and the meeting space helps promote honest conversation.
The group is ‘invisible’ and seeks no publicity as a ‘movement’. All publicity is afforded to the lead organisation of each initiative with participating members also mentioned in any press release.
Tanhouse Brae, Dunfermline. Photo: Céline Geeurickx/Unsplash
Group Culture
· Consider what you can contribute rather than what you can take
· Trust
· Transparency
· Shared success
· Trial and error, refine and progress
· Shared accountability
· Enabling, not controlling
What happens in communities when we meet?
When we meet, we build depth in our relationships with each other. When we build relationships with each other, we build relationships with people who represent different communities. When we build relationships with different communities, we build a strong sense of belonging and shared civic pride.
Where more communities of interest feel they contribute to the plan, then the plan grows more inclusive and gathers momentum.
The challenge facing communities is not creating energy, it already exists. The challenge is harnessing the energy that already exists in communities and enabling people to build capability and capacity to grow even stronger, faster.