Communities of place exist at many scales: from global village through nations, catchments, and local governments to millions of properties at the level of households and workplaces. Interventions from beyond their boundaries ensure institutional arrangements for their governance are complex. Political and bureaucratic actors network across all decision-making levels. The actors and their roles change frequently. Even so, connecting two activities can begin the process of engaging stakeholders in sustaining a community of place. First, stakeholders need to assess community conditions relative to a sustainability target. Second, stakeholders have to learn from, and respond to, the information contained in the assessment. In 2005, the authors joined with the Campaspe Shire Council in piloting a practice connecting the two activities. Trends of growth, steady state, or decline, in indicators of the Shire’s human, built, and natural capital stocks were estimated by pooling local and external knowledge. Results were presented as a balance sheet. Senior management then drafted some thirty response-statements by interpreting the accounts. A stakeholder forum used decision-support software to structure relationships between the response-statements. Conducting a SWOT analysis during the forum provided further insights into place-based learning for sustaining communities, and for building capacities to do so.
Three key learnings: (1) Understanding their operational impacts within their community of place is the most useful context within which organisations can engage in sustainability learning; (2) the capital approach to measuring sustainable development simplifies learning; and (3) qualitative local knowledge is a significant element in sustainability assessment and accounting
