THE COMMUNITY VISIONING AND STRATEGIC PLANNING HANDBOOK

© National Civic League Press Denver, Colorado Third Printing 2000 Derek Okubo, Director, Community Services – Denver Principal Author and Editor

ACKNOWLEDGEMENTS

This book was developed based on the work and wisdom of the following National Civic League staff and board members. We gratefully acknowledge their important contributions.

John W. Gardner, NCL Chairman (1993 – 1996), Founding Chairman of the Alliance for National Renewal

Christopher T. Gates, President

Gloria Rubio-Cortés, Vice President and Chief Operating Officer

William Schechter, Director, Community Services – Washington

Nancy Geha, Assistant Director, Community Services – Denver

Drew O’Connor, Assistant Director, Community Services – Denver

Jarle Crocker, Assistant Director, Community Services – Washington

Karen Weidman, Administrator, Community Services – Denver

National Civic League National Headquarters 1445 Market Street, Suite 300 Denver, Colorado 80202 (303) 571-4343 (303) 571-4404/fax [email protected] www.ncl.org

National Civic League 1319 F Street, NW, Suite 204 Washington, DC 20004 (202) 783-2961 (202) 347-2161/fax [email protected] www.ncl.org

FOREWORD

We are pleased to make available to you this third printing of The Community Visioning and Strategic Planning Handbook. We continue to be overwhelmed by the response to the handbook first released in 1996. It has become the National Civic League’s most requested publication.

The handbook was published originally by the National Civic League Press and served as the first community resource for the Alliance for National Renewal, a program of the National Civic League. It lays out the framework of the successful community planning processes used by the National Civic League and others across the country.

This third printing includes a condensed version of the second edition of the Civic Index – a tool for communities to assess their civic infrastructure. This tool was invented and first used in Charlotte, North Carolina in 1989. Since that time, it has been used in hundreds of communities in the United States and in the Philippines and Eastern Europe. The second edition was created over a two-year period and released in January 2000.

The National Civic League’s Community Services team members are skilled in helping communities design, develop and facilitate community-wide planning projects. We have pioneered the development and implementation of long-range consensus-based, planning processes that involve entire communities. These processes have been customized and effectively used in numerous places around the country to address a wide range of issues. If you have questions or want us to work with your community, call NCL at 303-571-4343 or email us at [email protected].

It is important to note NCL’s history. We were founded as the National Municipal League in 1894 by Theodore Roosevelt and other turn-of-the-century progressive reformers committed to self government at the local level. NCL’s philosophy continues to reflect a profound faith in the power of collaborative problem solving and the caring of citizens in America’s communities. We believe that the involvement of citizens with diverse perspectives is key to a participatory democracy.

This latest edition continues to be a testimony to those energetic community members who believe that no community issue is too large to tackle if everyone works together.

NCL, 2000 TABLE OF CONTENTS

SECTION ONE: THE BASIS FOR CHANGE

Introduction: Creating a Healthy Democracy by Christopher T. Gates, National Civic League President ...... 1

SECTION TWO: HOW TO DO IT

Chapter One: An Overview of the Visioning and Strategic Planning Process ...... 6

Chapter Two: How to Begin a Community Visioning Process ...... 11

Chapter Three: The Community Outreach Process ...... 19

Chapter Four: Defining the Current Realities of the Community...... 25

Chapter Five: Civic Infrastructure: Assessing Community Capacity...... 28

Chapter Six: Developing a Community Vision and Selecting Key Performance Areas ...... 35

Chapter Seven: Action Planning and Implementation ...... 42

EPILOGUE

Renewing Your Community by John W. Gardner, Chairman, NCL ...... 46

BIBLIOGRAPHY ...... 50

ABOUT THE NATIONAL CIVIC LEAGUE...... 54 SECTION ONE: THE BASIS FOR CHANGE

INTRODUCTION CREATING A HEALTHY DEMOCRACY By Christopher T. Gates while a professional manager focused on the National Civic League President details required to run the city.

NCL CREATED TO REBUILD AMERICA’S Citizens also had a role to play by running for DEMOCRACY elected office and serving on boards and

When the founders of the National Civic commissions. Citizens had to do more than League1 first convened in Philadelphia on vote every two years in order to perform their January 25, 1894, the condition of America’s civic duty. The new council-manager form of local government weighed heavily on their city government, by encouraging self- minds. America’s democracy at the local level government, enabled citizens to live up to, as was broken. Local government was corrupt. NCL founder Theodore Roosevelt suggested, Nepotism, favoritism, and payoffs were taking being an actor - not merely a critic. place in cities all across the country. These practices hindered the ability of local CHANGING TIMES governments to address the challenges facing them. The trust citizens held in governmental Ironically, 105 years after the founding of the leaders was damaged, creating a distrust National Civic League, we find ourselves in a between citizens and the government that was situation where, once again, America’s meant to serve them. democracy is in need of repair. The fact is that times have never been more difficult for NCL was founded to bridge the disconnect communities to meet the challenges they face. between local government and its constituents The issues have grown increasingly complex. which was critical to rebuilding America’s Complicated issues such as poverty, race, jobs, democracy. NCL’s founders focused on two environmental concerns, crime, and education critical topics: finding ways to professionalize now dominate the local problem solving local government and advocating what Teddy agenda. Exacerbating this situation are a host Roosevelt called self government, where of underlying conditions, which further citizens play a key part in making communities hamper problem solving efforts. Four of the work. most prominent obstacles to effective local problem solving are: Five years later, on November 17, 1899, NCL’s Board of Directors approved the first Frustrated and Angry Citizens. The word Model City Charter. In 1915, NCL adopted a apathetic has become a popular adjective to new municipal program, presenting the describe today’s citizens. Low voter turnout second Model City Charter which advocated and limited attendance at public hearings are the council-manager form of government and often offered by community leaders as gave birth to the profession of city examples of apathy. We would argue that management. This new structure freed elected apathy is actually a secondary response to officials to lead and to work with citizens something deeper. Citizens-at-large aren’t as apathetic as they are frustrated and angry. In our work around the country, we find that 1 NCL was first founded as the National Municipal League. In 1987, it was renamed the National Civic citizens care a great deal about their League. communities, but feel their participation in the

1 CREATING A HEALTHY DEMOCRACY

overall governance of their communities Negative Media. We hear from communities simply doesn’t matter. Citizens are angry and across the country that the media has fed up with politics and politicians. Trust has increasingly become a barrier to getting been eroded instead of infused. “Most feel things done. Media has become fixated on the that public life is beyond their control, that sensational; it highlights disagreements and their own values and interests are not ignores people coming together to find reflected in the policies that shape the larger common ground. The media seems to society. Americans feel unheard.”2 As a criticize first, looking for ways to discredit result, citizens have made conscious decisions ideas and people. Positive events – efforts to to devote their time to areas upon which they produce social change – are often de- feel they can have an impact, such as family, emphasized or overlooked. The media plays a churches, schools, and youth sports. powerful role in creating the state of the community psyche. This inclination toward Presumption of Bad Intent. Thirty or forty the negative perpetuates the public’s years ago citizens fundamentally trusted their cynicism, suspicion, and anger. People begin community officials to represent their to lose faith in the possibility of positive interests. There was a general understanding change. “Until people who work in the on the part of the community that media…fully understand their stake in governmental service was often undertaken at facilitating leadership and learn how to a personal sacrifice; when politicians made develop the mechanisms to understand and policy recommendations, it was understood support it, progress will remain slow.” 3 that they did so with the community’s interest in mind. Today, well meaning government Dysfunctional Politics. People used to officials still regularly suggest proposals to believe that politics mattered; they used to address their community’s problems. Yet, no believe that social change could occur matter how worthy or well intentioned an idea through political activity. For many is, a presumption of bad intent is often community members, politics has become a directed at the individual(s) offering the target of jokes, sarcasm and cynicism. Media solution. People assume that individuals must and community members mock politicians have some ulterior motive or hidden agenda and the political process. In fact, many when making policy proposals. No matter people seem to be interested in politics strictly who levies the suspicions – the media, other for the purposes of entertainment, focusing on elected officials, or citizens – it results in a sensational events, not on matters that will community that functions on negative make a difference in their lives. They focus assumptions and fear that severely limit the on the celebrity gossip: who is doing what to community’s ability to address the challenges whom or what people are saying about one it faces. another and tend to ignore substantive issues when raised in the context of the political

3 Kunde, J.E. American Renewal: The Challenge of Leadership. National Civic Review, Winter-Spring 2 Lappe, F.M. ; DuBois, P.M. Building Social Capital 1994, p. 22. Without Looking Backward. National Civic Review,

Summer 1997, p. 120

2 CREATING A HEALTHY DEMOCRACY

scene. Like the other dynamics, challenges. However, each of these dysfunctional politics provide the public with approaches, if combined with the others, can a number of reasons for why not to become provide a valuable building block when more involved in their communities. constructing a new model of community democracy. DYSFUNCTIONAL CONDITIONS EQUATE TO STRUGGLING, UNHEALTHY COMMUNITIES Public-Private Partnerships. Building partnerships across the sectors of government When all these conditions are present, their and business was one method of addressing interactions create non-functioning, unhealthy community problems that gained popularity in communities. Dysfunctional politics the 1970s. Many community leaders began becomes a way of doing business and as a relying on public-private investment result, nothing gets done. A negative media partnerships to meet economic community reports on the ineffectiveness of local challenges. This approach to community government. The media spotlight raises problem solving did have some positive suspicion and cynicism within the community impact in the 1970s and 1980s, helping to and helps perpetuate a presumption of bad revitalize neighborhoods in some towns and intent. The presumption of bad intent fuels the cities. With success, the public-private sector frustration and anger of citizens who choose economic development model was adapted to not to get involved and instead focus on other address challenges such as education, crime things they perceive they can control. and health disparity. Dysfunctional community politics has created the need for a different model of community The Emergence of Non-Profits. At the same democracy. The current political time period as the public-private sector environment has devolved to the point where partnership model gained prominence, non- solving community issues ends up as a zero- profits began to emerge as the keepers of the sum fight with different interests choosing grass-roots community interest. Increased sides. Energy is spent on winning the fight social needs combined with limited rather than developing a solution that all government resources called for a greater interests are willing to support and help contribution of time, money, and services implement. from community institutions. Again, this non-profit sector approach to problem solving HISTORICAL APPROACHES TO COMMUNITY had some important strong points, primarily PROBLEM SOLVING that non-profits were community-based made the needs of the community the driving force Several new community problem-solving of their work. In the 1980’s, communities approaches began to emerge during the 1970s began to treat the non-profit sector as a full and 1980s in response to the growing litany of partner in the processes of community local challenges. While these approaches problem solving. held much promise, as time has passed, each has become less applicable to today’s The Rise of Citizen Activism. By the 1990s, problem solving environment. None of these tired of others making decisions for them and approaches alone is sufficient to meet today’s

3 CREATING A HEALTHY DEMOCRACY

having little trust in traditional institutions, decision-making, and sometimes were able to citizens began speaking out for more manifest just enough power to say “no,” they involvement in the decisions and projects that lacked the power to facilitate positive problem affected their lives. An increasingly diverse solving. group of people were not only demanding that they be included at the decision making table, If communities are to counteract the but that they have real decision making environment of dysfunctional politics and authority. Citizens soon found that they were effectively address local problems, all sectors able to wield some power, but it was largely of a community need to work in concert negative. They often had the power to say “no” toward common ends. The issues facing and obstruct community actions initiated America’s communities are too complex for without citizen participation in the process. government to be held solely responsible for their resolution. This is especially true now A MODEL OF CITIZEN DEMOCRACY that federal dollars are decreasing and local governments for the foreseeable future will Collaboration between Government, have to make do with relatively less federal Business, Non-profits, and Citizens. It has funds. Public-private partnerships alone become apparent that the problem solving cannot be expected to resolve local problems. approaches which gained prominence in the With business becoming more national, and 1970s and 1980s are not sufficient to meet the international, in scope, it is subsequently less increasingly complex problems that our connected to local concerns. Non-profit communities will face as we enter a new organizations alone are not the answer; they millennium. While these approaches held are often issue based – formed to address the some promise, each had some serious specific needs of each different population or shortcomings. neighborhood that exists within a community. The successful communities of the 2000s will Despite promising intentions, the private- be those that find ways in which business, public sector model often led to partnerships government, and non-profit groups work dominated by the power players who together with citizens to help a community traditionally held influence within the reach its collective goals and meet its community. Even though non-profit agencies common challenges. often were the instigators of change at the community level, they were not necessarily the Safe Spaces. For business, government, non- power leaders in the community. They were profits and citizens to work together often viewed by the public-private sector effectively, civic or safe space must be created. simply as altruistic advocates of grass-roots Civic or safe spaces are places where interests rather than true partners in the individuals with diverse perspectives are community decision making and problem brought together by leaders to resolve solving process. Consequently, the public- differences and develop strategies to address private sector rarely sought to include these complex issues. There are already plenty of organizations in community governing spaces to fight, blame, and take sides in our processes. Although citizen activists were communities, safe spaces allow people to focus demanding to have greater say in community on public deliberation and consensus building.

4 CREATING A HEALTHY DEMOCRACY

Any individual, organization or institution can networks are created in the process of working create and convene a safe space. Former NCL together. Chairman John W. Gardner referred to these conveners as “community guardians.” CONCLUSION: REINVENTING DEMOCRACY IN Community guardians are those individuals COMMUNITY who rise above the fray, and convene different groups to focus on the greater good of the Any community seeking to move toward this community. They are willing to frame the new form of democracy can expect struggle tough issues and ask the right questions rather and frustration. We can cite numerous than provide all the answers. examples of communities that have adopted this new model of citizen democracy and, in For community guardians to be credible, they the process, achieved seemingly unreachable must include key players from all sides, ask the goals. “They are tackling difficult problems tough questions and allow the group to not in anarchic or antagonistic ways, but in determine the answers, and focus on building ways that reflect a new kind of citizenship. It agreements while acknowledging differences. is deeper, more intimate and inclusive kind of The participants in civic/safe spaces must be democracy…”4 These communities reaffirm willing to ask challenging questions, provide our belief that every community has the ability honest answers, find agreements, and all be and wisdom to address any issue it faces. willing to undergo tough self-analysis. Successful communities understand that This new model of citizen democracy can addressing challenges requires different skills sometimes be messy and time consuming. than those employed by previous generations Building agreement among individuals with of problem solvers. For communities to different points of view requires patience and reinvent themselves and move toward strong listening abilities. Finding those issues fundamental change they must be willing to that diverse perspectives agree on takes time, redefine what they mean by democracy, as does addressing them in a supportive community, citizenship and leadership. The manner. National Civic League has come to recognize that issues don’t stop communities, Communities using this new model, however, communities stop themselves. No challenge is have found that they actually save time on the too big or difficult when government, business, back end of the problem solving process. non-profits and citizens come together to Because different points of view were heard identify shared values and to work toward and agreements were established in an common goals. inclusive manner up front, the implementation has greater buy-in and goes smoother and more quickly. This go slow to go fast model used by NCL in hundreds of communities over the past decade also facilitates future problem-solving 4 Chrislip, D.D. American Renewal: Reconnecting efforts because it helps build and enhance the Citizens with Public Life. National Civic Review, community’s civic infrastructure. For Winter-Spring 1994, p. 26) example, new relationships, skills, and

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SECTION TWO: SECTIONONHOW TO D O IT TWO: HOW TO DO IT

CHAPTER ONE AN OVERVIEW OF THE VISIONING AND STRATEGIC PLANNING PROCESS In 1969, Chattanooga, Tennessee, received the to a private donation of $2,083.50 and $694.50 dubious distinction of being named the most from taxes, per person. polluted city in the nation. Chattanooga's air was filled with particulate and high concentrations of nitrogen dioxide. Its ozone levels trailed only those of Los Angeles. The ridges and valleys of the region, unalterable features of the topography, added to the problem. As visibility continued to deteriorate and respiratory illnesses mounted, Chattanooga found itself in trouble.

The intensity of the problem served as a powerful motivator toward action. Citizens, government, and industry came together to address the issue. Everyone agreed that clean air was desirable, but there was no consensus on how to achieve that goal without harming VALUE OF COLLABORATIVE PROCESSES local industry and reducing the region's employment base. After a series of meetings, There are many examples of communities that local leaders formed the Chattanooga-Hamilton have faced highly complex issues and reached County Air Pollution Control Board. The board their goals through sheer determination and a set benchmarks and ensured that the city met collaborative spirit. These communities them. In 1990 Chattanooga was one of the few succeeded in large part because they underwent cities in the southeastern United States to be an extensive, sometimes difficult planning declared in compliance for all six National process and persevered throughout the plan’s Ambient Air Quality standards. On Earth Day implementation. All sectors—government, 1990, Chattanooga was recognized as the "best business, nonprofit, and the citizens turnaround story" in the nation. themselves—participated in the development of a common agenda. In addition, the community But Chattanooga didn't stop with air quality. It at large received ample opportunity to provide implemented a community-wide visioning input. Because all sectors of these communities process in 1992 that produced: were involved in the creation and ongoing development of programs for the future, such n 223 projects and programs that have programs received widespread support and served 1.5 million people encountered minimal resistance. n 1,400 new jobs and an additional 7,300 construction-related jobs Some communities allow the future to happen n much-needed renovations to historical to them. Successful communities recognize the buildings and sites future is something they can create. These n a new river park, aquarium, and communities take the time to produce a vision performance hall of the future they desire and employ a process n new and enhanced human services to serve public needs that helps them achieve their goals. Achieving the future you desire is hard work. Yet The investment raised amounted to $2,778 per successful communities understand that the person in Hamilton County -- which breaks out things they dream about will only come true

6 AN OVERVIEW OF THE VISIONING AND STRATEGIC PLANNING PROCESS

through great effort, determination and n Participants expected difficulty at teamwork. certain points and realized it was a natural part of the process. When these One way of achieving these community goals frustrating times arose, they stepped up is through community-visioning project. Such their commitment and worked harder a process brings together all sectors of a to overcome those barriers. n Projects were well timed—they were community to identify problems, evaluate launched when other options to achieve changing conditions, and build collective the objective did not exist or were not approaches to improve the quality of life in working. the community. The participants must define n Participants took the time to learn from the definition of a community. Some projects past efforts (both successful and define their community as a neighborhood; unsuccessful) and applied that learning others a whole city or town; many projects to subsequent efforts. have focused on regions that include multiple n The group used consensus to reach cities, towns, and counties. desired outcomes.

COLLABORATION AND CONSENSUS ARE These ingredients make up the essence of ESSENTIAL collaboration itself. True collaboration brings together many organizations, agencies, and Successful community efforts focus on ways individuals to define problems, create options, in which business, government, nonprofits, develop strategies, and implement solutions. and citizens work together. In reviewing Because they typically involve larger groups, successful collaborative efforts around the collaborative efforts help organizations country, we have found that all possess the rethink how they work, how they relate to the following ingredients: rest of the community, and what role they can play in implementing a common strategy. n People with varied interests and Many times it becomes clear that no single perspectives participated throughout organization has the resources or mandate to the entire process and contributed to effectively address a particular issue alone. A the final outcomes, lending credibility to group effort can help mobilize the necessary the results. resources and community will. n Traditional "power brokers" viewed other participants as peers. Effective collaboration requires that decisions n Individual agendas and baggage were be made by consensus. In A World Waiting to set aside, so the focus remained on common issues and goals. Happen, M. Scott Peck describes consensus n Strong leadership came from all sectors as and interests. n All participants took personal a group decision (which some members responsibility for the process and its may not feel is the best decision, but outcomes. which they can all live with, support, n The group produced very detailed and commit themselves not to recommendations that specified undermine), arrived at without voting, responsible parties, timelines, and costs. through a process whereby the issues n Individuals broke down racial, are fully aired, all members feel they economic, and sector barriers and have been adequately heard, in which developed effective working relationships based on trust, everyone has equal power and understanding, and respect. responsibility, and different degrees of

7 AN OVERVIEW OF THE VISIONING AND STRATEGIC PLANNING PROCESS

influence by virtue on individual They could and they did. The process, stubbornness or charisma are avoided facilitated by third parties, was challenging, so that all are satisfied with the process. the dialogue intense. People listened to one another, agreed and disagreed. Yet, regardless Though a consensus-based decision-making of perspective, all committed to the goal of process takes more time on the front-end, it preventing HIV/AIDS and considered every can save time during the back-end of the approach. In December 1994, 70 community implementation phase of a visioning project members—including people with HIV/AIDS where blocking ordinarily occurs. If citizens and representatives of ACT-UP (a gay are provided a forum in which their ideas and community activist organization), the opinions are heard, seriously considered, and religious right, and local providers of health incorporated into the action plan, they will be services—simultaneously stood up and less inclined to resist or ignore new initiatives. cheered as true consensus on the statewide Community "ownership" of a plan and prevention plan was reached. willingness to assist in its implementation often corresponds directly with the public's level of participation in the plan's development. As a result, TREND BENDERS projects can be completed in Vision! timely fashion through the consensus-building process.

In 1994 the Colorado State Department of Public Health and Environment (CDPHE) was required by the federal ñññ Centers for Disease Control to Present Likely Future develop a community-based Key Performance statewide HIV/AIDS Areas prevention plan. Officials at CDPHE recognized the 1998 ž ž ž ž ž ž ž ž ž ž TIME ž ž ž ž ž ž ž ž ž ž 2018 polarized nature of ž perspectives throughout the state. They also realized that people from all perspectives would have to In collaborative processes, the sharing of agree on the prevention plan for it to succeed. information and pooling of resources build Yet just two years before, voters in Colorado understanding and lead to better decisions. had passed Amendment 2, which prevented Special interests are not as inclined to block gays and lesbians from receiving protection implementation of the plan, since it reflects under the state's civil rights law. Could their own interests and efforts. citizens, religious groups, people living with HIV/AIDS, educators, community activists, While collaborative problem solving is not service providers, and other officials come to appropriate for every issue and situation, it is agreement on a plan? an absolute necessity for a community visioning project. Collaborative problem solving should be used when:

8 AN OVERVIEW OF THE VISIONING AND STRATEGIC PLANNING PROCESS

n the issues are complex or can be THE ENVIRONMENTAL SCAN negotiated n the resources to address the issues are This exercise identifies external forces, limited pressures, and trends that are impacting the n there are a number of interests involved community from the global, national, and n individual and community actions are state levels. Though much of the planning required to address the issue effectively will focus on the areas directly within the n people are interested and willing to control of the community, it is nonetheless participate because of the importance of the issue important to be aware of how factors outside n no single entity has jurisdiction over the its control may affect it and how such effects problem or implementation of the can be addressed. solutions THE COMMUNITY SCAN Successful visioning projects usually follow a number of concrete steps. Each of these Here participants evaluate the future their components will be described in depth in the community is likely to face if no significant following chapters. The nuts and bolts of intervention occurs. Weighing this scenario successful visioning projects follow. against the desired future helps to define key areas where change must be effected. THE INITIATING COMMITTEE Secondary data and indicators are combined with subjective perceptions to develop a This preliminary phase brings together a team rough consensus of current circumstances of project "champions," or initiators, to lay (both positive and negative) in the the foundation for the community visioning community. effort. This group of 10 to 15 individuals representing the broader community focuses THE CIVIC INDEX on the process and logistics of the visioning project, not the content. Their participation on Communities use the Civic Index, a tool this Initiating Committee (IC) adds credibility developed by the National Civic League, to to the project, because diverse interests and measure their planning and problem-solving perspectives are represented from the capacity. The stakeholders assess and then beginning. consider methods to enhance the community's civic capacity and build its civic THE PROJECT KICKOFF infrastructure—the skills, processes, and relationships that a community needs to deal A kickoff event serves to promote effectively with its specific and unique understanding of the project and allows concerns. participants ("stakeholders") to get to know one another and begin developing into a high- THE COMMUNITY VISION STATEMENT performance team. Most important, it demonstrates why an inclusive approach is A vision is a useful tool on which to focus the being used, why community members were hopes and aspirations and to frame the project chosen to participate, and what the desired and set priorities. This vision describes where outcomes are for the entire community. committee members would like the community to be in key quality-of-life areas 10, 20, or 30 years into the future. The vision statement must reflect the commonly held

9 AN OVERVIEW OF THE VISIONING AND STRATEGIC PLANNING PROCESS

values of the community and guide THE IMPLEMENTATION COMMITTEE stakeholders for the remainder of the visioning process. Successful visioning projects must have some kind of entity to oversee and support the IDENTIFYING KEY PERFORMANCE AREAS implementation process. This committee, often made up of participants in the planning With a firm grasp on the desired future of the phase and other key players, ensures that community, stakeholders focus their action plans remain on track, prioritizes key efforts, planning by identifying Key Performance assists responsible parties with the action Areas (KPAs). If these are addressed steps when necessary, and troubleshoots effectively, they will "bend the trend" toward when unforeseen barriers arise. the desired future. CONCLUSION ACTION PLANS In this initial chapter, we have articulated the Participants must integrate their work and value of collaborative community-based develop a strategy for implementation, planning processes and consensus-based monitoring, and follow-up. They must decision making. We also have provided an identify responsible parties, set timelines, overview of community vision planning and estimate costs, and find sources of support to implementation. keep the project rolling It is important to understand that visioning THE COMMUNITY CELEBRATION projects come in a variety of forms. Each community process is different in some way. Visioning projects should always conclude *Chattanooga's project maintained the crucial with a community celebration acknowledging principles of community participation, yet the the planning work of the stakeholders and process they followed was far different than various contributors, announcing the plan to the cone we are suggesting. Visioning the community, and commencing the projects and pilot programs at the local, state, implementation phase. national, and international levels differ substantially in their focus and organization. SHIFTING FROM PLANNING TO IMPLEMENTATION However, all possess a goal of improving the quality of life and increasing the well-being of The transition from planning to action is all members of the community. To succeed, crucial. The finalized action plans have community-based visioning projects must articulated a "game plan" of specific projects involve representatives from all parts of the and policy recommendations, and the lead community. implementers must build on these commitments and begin their work immediately. Responsible parties should capitalize on the momentum surrounding the celebration and publication of the final report to facilitate rapid movement.

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CHAPTER TWO SETTING THE STAGE: HOW TO BEGIN A COMMUNITY VISIONING PROJECT Community visioning is both a process and an everyone involved realized that a top-down outcome. Its success is most clearly visible in process wouldn't work. an improved quality of life, but it can also give "As the consultants started talking to people, individual citizens and the community as a they realized the level of distrust in the whole a new approach to meeting challenges community," said Vision 20/20 Coordinator and solving problems. Chris Morrill. "There was just a feeling that Citizens of all types who care about the future the same old leaders always made decisions. It of their communities conduct community just wouldn't be productive for them just to go visioning projects. These people are (on a retreat). We needed the community collectively called "stakeholders." The involved." Another leader aptly stated, "At first stakeholders in successful visioning efforts we saw it as a traditional top-down process, but represent the community's diversity— the message we got was that that would be a politically, racially, geographically, ethnically, waste." and economically—lending different "stakes," Immediately, the working committee and the or personal and group interests, to the process. consultant set out to make a "really democratic They form the core planning group for the process." First, in order to expand the planning visioning effort, perform community to the larger community, they added five local self-evaluation, set goals, and develop the black leaders to the working committee. "We action plan and implementation strategy. To needed minority participation early in the ensure the success of the stakeholders' work, process," said one participant. "We had to effective process design and structure are make sure it was not just the established essential. leadership appointing people." During the 1980's, Chatham County, Georgia, Credibility of the process soon became and its largest city, Savannah, were splitting apparent. "It was more successful in getting along a number of seams at once. Voters minority participation than any other project defeated an important school bond referendum; ongoing at the time," said Richard Shinhoster, the central business district was deteriorating; one of the black leaders who joined the and economic growth was weak. In addition, working committee. "The organizers were there were substantial tensions between determined from the very beginning and went Savannah and the other towns in the county, as right to the minority community to get people well as more general tensions of race and class. who were interested...They were willing to Facing the challenges, the City of Savannah open it up and bring in a cross-section of and Chatham County began a community-wide people." visioning process in 1989 to create a plan for The inclusion of the broader community the future of the region that would bridge resulted in minimal dissention that had been traditional racial, economic, and city/county seen in past efforts. "There wasn't so much divisions. But at the start, Vision 20/20 was opposition as having to overcome the inertia of just a "working committee" of the ten the belief that things weren't going to change. established leaders from the five founding Given the size of the effort, there was very little institutions. The committee soon hired an organized vocal opposition," said a local leader. outside consultant to design a process centered on a community leader retreat. After the As for its results, the project has changed consultant talked to the working committee and attitudes in the region. One leader stated, to other community leaders and residents, "Vision 20/20 has helped create a greater sense

11 SETTING THE STAGE: HOW TO BEGIN A COMMUNITY VISIONING PROJECT

of the whole...The process itself was a success. TASKS OF THE INITIATING COMMITTEE It re-energized the community to move forward." In order to create a safe environment for discussion of difficult issues, the Initiating PROVIDING THE GROUNDWORK FOR THE Committee must complete a number of tasks. VISIONING PROCESS These tasks include the following:

THE INITIATING COMMITTEE IDENTIFYING WHO MUST BE AT THE TABLE

Successful visioning efforts start with an Using a "stakeholder analysis," the Initiating Initiating Committee (IC) consisting of 10 to 15 Committee must identify a group of 100 to 150 people. These individuals must be willing to individuals to serve as the core planning group. invest a substantial amount of time over The stakeholder group must be as diverse as roughly three months in the development phase possible and represent every major interest and of the project. They may or may not wish to perspective in the community. Even more than continue on as members of the stakeholder the Initiating Committee, the stakeholder group group for the planning effort itself. The must represent the community's demographic Initiating Committee needs to reflect the diversity in terms of age, race, gender, community's diversity in terms of race, gender, preferences, and places of residence and economic sector, and place of residence and employment. employment. Each member of the Initiating Committee should wear “multiple hats”, or In selecting stakeholders for the community represent multiple interests. The Initiating visioning process, the Initiating Committee must Committee will make the first statements about consider the diverse sectors and various interests the visioning initiative to the community, so it and perspectives of the community. The must be credible and well balanced. committee must avoid "rounding up the usual suspects" or forming a "blue ribbon panel" of the The two crucial attributes of the Initiating same community leaders and organizations that Committee are diversity and credibility. A always involved been involved in past good question to ask while forming the group community efforts. These active people are is: "Will any community member be able to valuable contributors, but this type of project look at the Initiating Committee membership must tap into populations and people that are and say, `Yes, my perspective was there from traditionally excluded from community the beginning'?" If this isn't the case, then the processes. A balance of the "old guard" and "new missing perspective must be identified and a blood" is useful. Further, it is important that credible individual recruited to participate. participants act as citizens with a stake in the

The purpose of the Initiating Committee is to quality of life in the whole community, not focus on the process and logistics required to simply as representatives of a particular move the project forward. The content of the organization, part of town, or issue. In this community vision will be developed during the process, stakeholders should be effective broader stakeholder planning phase. The spokespersons for their interests and diverse voices on the Initiating Committee perspectives, but they should not simply serve as must create and agree to methods by which advocates for their agencies and organizations. stakeholders can equitably address complex One of the most critical groups of stakeholders and controversial issues. will be those who have a stake in the future of the community but have little political or financial

12 SETTING THE STAGE: HOW TO BEGIN A COMMUNITY VISIONING PROJECT

power. It will also be important to include both this process as peers and agree to honor, while "yes" people and "no" people in the stakeholder not necessarily rubber-stamping, the group. It is easy to pick positive people who have stakeholder group's conclusions. If the process the power to get things done. It is harder, but no works correctly, honoring the conclusions less important, to pick people who have the should not be a problem since the “power” power to stop or delay a project. As with the people were a part of building the same Initiating Committee, it is useful to look for conclusions. people who wear multiple hats or fall into a number of categories: for example, a single Second, the orientation of the entire process, parent with kids who is a banker and lives in a from the very beginning, has to be proactive. northwest-quadrant neighborhood, or a small Too many community task forces have been business owner who is on the planning convened over the years with marginal results. commission and serves as a soccer coach his The goal of this effort is not to conduct child’s team. interesting discussions or forge new relationships, though these will certainly result. A sample of the categories in identifying the The goal must be to develop a broad, stakeholders in the community may include: implementable, community-owned renewal plan that will truly serve the whole community n Pro-Growth/No Growth – and then to put that plan into action. n Business Type (Small, Corporate, Industrial) The process must be customized to fit the n Old/New Resident community's needs and desired outcomes. It n Conservative/Liberal/Moderate must take into consideration local realities n Geographic Location (budget, time constraints, etc.) and complement n Age n Ethnicity/Race other useful community efforts. Also, the n Service Provider outreach process of the project must take into n Income Level account the community's political, social, n Education Reform/Back to Basics cultural, and geographic characteristics and fit n Elected/Appointed Leadership the specific language, literacy, and accessibility n Single Parent/Dual Parent House needs of the local population. n Institution Type (schools, police, etc.) n Inside/Outside City Boundaries SETTING THE PROJECT TIMETABLE

DESIGNING THE PROCESS The experience of successful efforts has shown that a comfortable schedule for the visioning It is important to note two fundamental project is to have the stakeholders meet once premises about the community visioning every three weeks over ten to twelve months. process. First, key leaders and the community Some extra time may be taken to work around as a whole must empower the stakeholder major holidays or significant community group to make decisions. Citizens are too activities. The Initiating Committee may knowledgeable to accept the role of only choose to meet more frequently, such a once a advising officials and community leaders, who week, in its preparatory work to speed up the may or may not choose to accept their advice. process. The time frame will depend on the Although elected officials clearly have legal nature and needs of the community, local authority over issues such as taxes and the scheduling realities, and the urgency provision of services, and corporate leaders are surrounding issues in the community. free to determine their own business development strategies, they must participate in

13 SETTING THE STAGE: HOW TO BEGIN A COMMUNITY VISIONING PROJECT

The timing of stakeholder meetings is an safe environment for discussion is important factor. Successful visioning projects maintained. have made accessibility and participation in the project a priority. Therefore, stakeholder The chairperson also submits recommendations meetings often took place in the evenings to for the composition of the Coordinating allow working people to participate on a Committee to the Initiating Committee. regular basis. Every process goes through challenging

periods, and heated discussions may take place DESIGNING STRUCTURE TO COORDINATE THE PROJECT during meetings. The chairperson has a crucial role to play during these periods. She/he must The project should have a project chairperson, work closely with the project facilitator to at least three small subcommittees, and remind stakeholders of the project purpose and adequate staffing. Stakeholders, not those goals and to keep the environment safe for individuals staffing the project, must lead discussion from all perspectives. Above all, the committees. Though Initiating Committee chairperson is a role model for the whole group members may take leadership positions on and must have a strong commitment to the subcommittees in the early phases of the project and participants. If she/he is project, new leaders may be available after the accountable, the entire group is more likely to project kickoff, once stakeholders are more be accountable. She/he must be willing to involved and further recruitment can take place. devote a substantial amount of time to the The Coordinating Committee and the Outreach community visioning project. Committee are the best places to involve stakeholders who want to contribute. FORMING AN OVERSIGHT COMMITTEE

SELECTING A CHAIRPERSON The first subcommittee is the Coordinating Committee. This group of 10-15 stakeholders All successful community projects have strong manages the process, but not the content, of the and fair leadership. Therefore, the selection of project. Its members guide the plan and the project chairperson is critical. She/he must schedule; serve as liaisons with the be (and must be perceived as) open, fair, stakeholders; fundraise; supervise the other neutral, and likeable. The chairperson's duties committees and the project staff; and generally include: keep the effort on track. They will also "own" the project on behalf of the entire community to n formally opening and closing every ensure that the visioning process does not stakeholder meeting, become merely an advisory effort. The n chairing the meetings of the Coordinating Committee, Coordinating Committee will need to hold a n appointing the chairs of the other planning/debriefing meeting for each meeting committees, representing the project in of the larger stakeholder group. Work will the press, often have to be done between sessions, and the n leading the fundraising effort, Coordinating Committee, with the support of n being the spokesperson for the project to staff, will need to ensure its completion. Some the broader community, members of this committee, which begins its n resolving any disputes within the group, service at the kickoff and continues into the and putting out any fires that may flare implementation phase, will likely have served up during the course of the project, and on the Initiating Committee and in some cases, n working with the facilitation team to assure the meetings run effectively and a

14 SETTING THE STAGE: HOW TO BEGIN A COMMUNITY VISIONING PROJECT

may continue on into the Implementation community faces. This group of three to five Committee. individuals joins project research staff to develop at least two sets of documents: FORMING AN OUTREACH COMMITTEE n Preliminary materials for the external The second subcommittee is the Outreach Environmental Scan on global, national, Committee. This group of 10-12 stakeholders and regional trends that influence will take ownership of the community community quality of life outreach process, ensuring an active exchange n Local indicators and a profile of where of information between the stakeholders and the community is today (e.g. growth, population, crime rates, employment the community at large. If the outreach rates, etc.) strategies are successful, the community as a whole will have played a large role in This information can also be used to educate developing the vision and action plans. All the general public. Outreach committees in individuals will have had opportunities to some projects have used the information to provide input, and their interests, provide the public with a rationale toward perspectives, and concerns will have been certain strategies. represented within the stakeholder group. It is important to make the distinction between FORMING A RESEARCH COMMITTEE primary and secondary research. Primary

The third subcommittee is the Research research involves the collection of raw data in Committee. Its purpose is to provide the the field. Such research should only be stakeholders with information to help them conducted if the desired information is not determine current assets and challenges the already available from other sources (i.e., Skills and Desired Qualities Tasks of Committee Chair

ž EN Convene and Attend all Planning Meetings and Other Strong Leadership Ability SUR ING SU Sessions with Fellow Committee Members CCESS ž STRONG LEADERSH Strong Interpersonal Communication Skills IP ž ENSURIN G SUCCESS ž Coordinate and Manage the STRONG LEAD Meetings of the Committee ERSHIP ž ENSUR ING SUCCESS ž S Ability to Delegate and Follow-Up with TRONG LEADERSHIP Fellow Committee Members ENSURING SUCCESS STRONG LEADERSHIP Determine Support Needs Required of the ž ENSURING SUCCESS ž Group (i.e. Note Taking, Preparation of STRONG LEADERSHIP žEN Presentation Materials, and Assign Within the Neutral-Exhibits a Commitment to SURING SUCCESS ž STRON Group Collaboration and a Willingness to Keep G LEADERSHIP ž ENSURING Interests of the Committee Above His/Her SUCCESS ž STRONG LEADERS Agenda HIP ž ENSURING SUCCESS ž STR ONG LEADERSHIP ž ENSURING SU CCESS ž STRONG LEADERSHIP ž E Act as a Conduit of Information NSURING SUCCESS ž STRONG LEAD from the Committee to and from Willingness to Ask Difficult ERSHIP ž ENSURING SUCCESS ž STR the Community Questions of the Group ONG LEADERSHIP ž ENSURING SUCCE SS ž STRONG LEADERSHIP ž ENSURING SUCCESS ž STRONG LEADERSHIP ž ENSUR ING SUCCESS ž STRONG LEADERSHIP ž EN Accountable & Innovative SURING SUCCESS ž STRONG LEADERSHIP ž Present Progress Reports to ENSURING SUCCESS ž STRONG LEADERSHIP ž City Council ENSURING SUCCESS ž STRONG LEADERSHIP ž E NSURING SUCCESS ž STRONG LEADERSHIP ž ENS URING SUCCESS ž STRONG LEADERSHIP ž ENSUR ING SUCCESS ž STRONG LEADERSHIP ž ENSURING

15 SETTING THE STAGE: HOW TO BEGIN A COMMUNITY VISIONING PROJECT

through secondary research). Most information SELECTING A NEUTRAL, OUTSIDE can be gathered from local health departments, FACILITATOR

census data, government agencies, nonprofit In visioning projects, it is helpful to have an organizations, chambers of commerce, local experienced outside facilitator run the colleges and universities, and so forth. community visioning meetings. Such a

The Research Committee's work must begin facilitator or facilitation team can assist in with the Initiating Committee to assure several ways, including:

availability of appropriate materials for the n Helping to design the process; presentations during the stakeholder planning n Keeping the effort true to its purposes and phase. values; n Ensuring that the process stays on track and STAFFING THE PROJECT on schedule; n Helping to identify experts from around the Administrative staff play a crucial role in the state and nation on various issues of priority visioning process. The staff's ability to importance to the community; and coordinate and complete the many logistical n Facilitating the large group stakeholder tasks involved often makes or breaks the meetings- including encouraging wide overall effort. participation and discouraging any personal attacks or group domination Administrative staff handle the following types of tasks: It is essential that the facilitator(s) be a neutral third party not connected with any organization n General communications (phone and in the process and possessing no specific stake written correspondence with in the outcome. As the project progresses, stakeholders, committee members, and stakeholders from can facilitate the small the community) groups and task forces. n Coordination of mailings and meeting- reminder postcards IDENTIFYING FUNDING SOURCES n Coordination of speaker and information requests Visioning projects require financial resources n Preparation of meeting room and other and in-kind contribution of other resources meeting logistics (refreshments, supplies, where possible to cover administrative, etc) logistical, research, outreach, and facilitation n Taking of attendance at stakeholder costs. Successful visioning efforts have made a sessions point of gathering financial and other resources n Preparation of meeting materials in cooperative fashion from throughout the n Taking of meeting notes n Copying and other general administrative community to ensure broad ownership of the tasks project. Developing these resources early can help ensure success in the planning phase and Should staff members come from the chamber guarantee the availability of adequate funding of commerce, city government, or other for those portions of the action plan requiring influential body, it is critical that citizens, not financial investment and other resources. staff, direct the stakeholder planning and Community-wide visioning projects usually outreach effort to avoid accusations that the range from $75,000-$200,000 when all costs recommendations were developed by are taken into account. individuals with a hidden agenda. In developing a project budget, a community must consider the following questions:

16 SETTING THE STAGE: HOW TO BEGIN A COMMUNITY VISIONING PROJECT

n Our Future By Design: A Greater Winter n What types of resources are required Haven Community – Winter Haven, (and in what amounts) for the successful Florida completion of the planning phase of this n Invent Tomorrow – Fort Wayne, Indiana project? Costs may include: n Foresight 2020: Linn County's Tomorrow — Linn County, Iowa · staffing ($15,000-$25,000); · facilitation costs ($30,000-$75,000); Project names should give the stakeholders a · food ($7,500-$15,000) sense of ownership and enable the general · printing, copying and office/administrative costs ($4,000- public to identify with the effort. $7,500); · travel ($1,500-$7,500); SELECTING A GOOD MEETING SITE

· community meeting-related costs An accessible and neutral meeting site with a ($4,000 · $7,500); large and open layout, available parking, and · outreach-related costs ($3,000- supporting facilities is a must. If possible, avoid $10,000); governmental and organizational facilities to · research-related costs ($1,000- prevent the perception that the effort is being $10,000); driven by that entity. The site should have · equipment and meeting materials quality lighting, good acoustics, and no pillars ($2,500-$7,500); to block the sight of participants. The room · the final report ($3,500-$15,000); and should have adequate wall space for the · the community celebration ($3,500- hanging of flip charts. The building should $10,000) have adequate parking, restrooms, air n What money and in-kind resources can conditioning, tables, chairs, a kitchen, and be raised from within and outside of the separate rooms for child-care needs. community for implementation of the Community centers, schools, or churches various action plans determined by the typically serve as good neutral sites for stakeholder group? meetings. In considering a site, room layout considerations must be taken into account. n Who will take the lead on resource development? The 100-150 stakeholders typically sit around CREATING A NAME FOR THE PROJECT moveable round tables arranged comfortably around the room. One end of the room should Giving the visioning process a name is an early be reserved for the facilitators, flip charts, way to develop project identity and a following screen, and an overhead projector. With large for the project. Some names of visioning groups, two or three wireless microphones are projects from around the country include: crucial to aid people whose voices don't carry well. n Out of the Blue and Into the Future –

Blue Springs, Missouri RECRUITING THE STAKEHOLDERS n Project Tomorrow: Creating Our Community’s Future – Fargo, North A broad-based community visioning effort Dakota/Moorhead, Minnesota should start with an initial list of 300-400 n Howard County: A United Vision – prospective stakeholders. This list will be Howard County, Maryland n Lee's Summit: 21st Century — Lee's whittled down to a committed stakeholder Summit, Missouri group of 100-150 individuals who will attend all regular planning sessions. Past visioning

17 SETTING THE STAGE: HOW TO BEGIN A COMMUNITY VISIONING PROJECT

projects have regularly shown that 50-70 CONCLUSION percent of prospective stakeholders initially agree to participate in the effort. Of these, 5-10 The process of building a solid foundation for percent never attend stakeholder meetings. An an effective community visioning project average of 15 percent of those invited turn includes a number of key tasks. The first is the down the request because they are unable to selection of an Initiating Committee, a small attend a regular session at any given time. group of 12-15 individuals that represent a slice of the community. PLANNING FOR THE PROJECT KICKOFF Their job includes: The final tasks of the Initiating Committee are to ensure that all logistical details are covered n selecting a stakeholder group that reflects and that significant public awareness of the the community's interests and community planning effort exists leading up to perspectives the kickoff. All staff and committees— n designing a process that will reach the especially the Research and Outreach desired outcomes of the community effort Committees—should be in place and carrying n forming subcommittees that will play key out their tasks by that time. Composition of the roles throughout the project stakeholder group and committee composition n addressing key logistical issues such as may require fine-tuning through the first one or staffing, siting, scheduling, fund-raising, two stakeholder meetings. Also, the and the project name stakeholders will be strongly encouraged to The Initiating Committee focuses on process, assist in the outreach effort by spreading the allowing the broader stakeholder group to work word to other community members and on content (identifying problem areas, through other strategies developed by the formulating action plans, etc.). Preparation and Outreach Committee.The Initiating Committee completion of logistical tasks can send the must devise a plan to bring early attention to visioning effort on its way toward success. the project and focus media and public attention on the kickoff. Press conferences, public events, and other communication means have proven to be effective in building community awareness.

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CHAPTER THREE THE COMMUNITY OUTREACH PROCESS An essential key to the success of the APPROACHES TO COMMUNITY OUTREACH community visioning process is an active PROJECT KICKOFF community outreach effort. Despite all efforts to recruit a stakeholder group that is The project kickoff has two primary representative of the community’s diversity, audiences. The first consists of the there will be some gaps. For a variety of stakeholders, who hold their first regular reasons, certain groups cannot or will not session and become familiarized with the participate in stakeholder meetings. If certain project purpose, the planning process, and groups cannot come to the stakeholder their colleagues. The second audience is the meetings then the means must be developed community as a whole. The kickoff can be the to go out to them. most effective way of introducing the visioning initiative to the media and the Different strategies must be employed citizens whose support will be required simultaneously to ensure that all sectors and throughout the project. segments of the community's population are kept informed throughout the life of the Visioning teams often hold a public project. An effective two-way dialogue event/press conference prior to the kickoff to between the stakeholders and the community generate publicity. They may invite media is a critical component in creating a relevant, representatives, key community leaders, and widely supported, and effectively the public to a 30- to 45-minute presentation implemented action plan. An outreach effort on the project given by three or four running parallel to the stakeholder planning spokespersons (perhaps including the chair process, with activities at several key steps and/or a member of the Initiating Committee along the way, is necessary to test current or Coordinating Committee). The guests thinking within the community and allow would be able to learn about the work citizens to have input on an ongoing basis. completed to date and receive detailed information about the participants and the An Outreach Committee of 10-20 planning and implementation effort. The stakeholders coordinates the effort. To attain presentation might be followed by a 10- to its goals and objectives, the Outreach 15-minute press conference wherein reporters Committee will need the active support of would be able to ask additional questions. It is project staff and the stakeholder group as a essential to prepare project fact sheets and whole. media kits in advance.

The community outreach continues the SURVEYS principles ingrained in this community-based planning model by emphasizing and all- At certain points throughout the community inclusive approach. An indication of a visioning process, the stakeholders will need thorough outreach program is the absence of specific feedback from the community in surprise and backlash when the action plan is order to direct or refine their planning actions. released to the public. This is because people Surveys and focus groups are common are already knowledgeable of the plan’s instruments for gathering such information. content because of the ongoing information An entire industry centers around the loops established by the Outreach Committee. effective use of these very powerful research tools. In this limited space, therefore, we can only introduce the subjects and encourage participants to seek professional assistance or

19 THE COMMUNITY OUTREACH PROCESS

to read further about these tools before using 2000 stakeholders created a vision. They them to enrich the community project. described an educational system that would produce as an end result a professionally There are many types of surveys, and any competitive population of critical thinkers number of them may be used depending on who are engaged in the life of the community. the information needed. Standard surveys characterize a given problem after it has been Outreach committees in other communities identified but before a solution has been took the time to identify certain segments of selected and implemented. Surveys should the population that are ordinarily overlooked contain specific questions about individual in community processes. In Sioux Falls, topics, although multiple topics can be South Dakota, the outreach committee went addressed in a single survey. A survey may to public assistance offices and had front line provide guidance on the most appropriate workers survey individuals. In Atlanta, methods to use in addressing a given issue. In Georgia, outreach committee members went addition, surveys may be applied during any to homeless shelters and held focus groups phase of the process to monitor the with individuals to get their input on the effectiveness of approaches being used. issues directly affecting them. Input from these individuals was brought back to the Survey questions must be specific, designed larger stakeholder group and incorporated to minimize the chances of misinterpretation into the action planning. by respondents (something that can skew the results). Moreover, questions must be relevant FOCUS GROUPS to the target population or, again, the results Focus groups are a form of survey designed to will be inconsistent. Finally, the analysis of identify and solve problems. Surveys help the survey results will be invalid if it does not communities determine a course of action take historical patterns into account. once a problem/issue has been identified; Surveys can be administered in person, over focus groups help them find what the phone, or through forms filled out problems/issues actually exist and how they anonymously by large numbers of people. It should be defined. Focus groups are in-depth, is often effective to code the forms by the specific interviews with people representing a respondent's area of residence, income group, cross-section of the community based on organization, and/or other characteristics. ethnicity, race, age, socioeconomic status, perspective, and so forth. Citizens from all walks of life in Mobile county, Alabama, came together to begin Focus groups are time-consuming, usually Mobile 2000. Businesspeople completed requiring a minimum of one month to surveys. Citizens filled out forms that arrived assemble and conduct. It is critical to ask the with their Alabama Power bills. Students right questions of the right people and then discussed and reached consensus about their base the conclusions on historical trends and rights to a quality education and the community background. The focus group conditions under which they should receive it. leader must make sure the respondent pool Parents completed slightly longer surveys reflects the demographics of the community about changes they would like to see in the to ensure a valid sampling of perspectives. schools to improve their children's chances Because focus groups (and surveys) must be for academic success. After reading thousands designed carefully if they are to achieve of comments about what their community sound results, it is advisable to look carefully expected of its educational system, Mobile

20 THE COMMUNITY OUTREACH PROCESS

at your group's capacity before undertaking the future. The second town meeting should such projects without guidance. If no one on come after the visioning sessions and prior to the planning team has extensive experience the KPA sessions. At this gathering, with surveys, college research departments or stakeholders present their consensus on the outside professionals should be consulted or vision and receive community input on KPAs even hired to do the job. and ideas for "trend-bending" action strategies. The third meeting takes place after A few tips for surveys/focus groups include the stakeholders have reached a rough keeping the language on the survey simple to consensus on the action plan and allow participation by people of all levels of implementation strategy but before they have literacy/language proficiency. Also, surveys finalized that work. The community has the should be translated into the language of opportunity to give suggestions and help non-English-speaking residents; focus groups fine-tune the strategies prior to final for non-English-speaking residents will need consensus. a translator. Finally, allow sufficient lead time for each method to give the designers a A strong turnout by community members and quality sampling of the community. interested parties is crucial for town meetings. The Outreach Committee can employ various TOWN MEETINGS strategies to ensure adequate participation representative of the many sectors of the Town meetings are large gatherings at which population. To begin with, the stakeholders the stakeholders and planners can inform the themselves can spread the word. In addition, public about the project and receive valuable the Outreach Committee can send press feedback from community residents. Anyone releases to print, radio and television media; may attend to listen, learn, and voice their mail flyers to key contacts or place them in opinions, interests, and concerns. An effective conspicuous places; translate written town meeting includes presentations by the materials for non-English-speaking planners, but most important it allows for populations; offer assistance with public input. Individuals from all sectors of transportation and day care; and so forth. the community are encouraged to attend through carefully planned, highly proactive Neighborhood meetings are a variation on the recruitment strategies. People tend not to town meeting theme. Such gatherings can come to meetings without a strong sense of target specific parts of a community whose their importance—especially the types of residents might not attend larger meetings in folks whose input is most critically needed. It other parts of a city. is precisely the most marginalized community members who typically do not participate in PRESS RELEASES such activities. Communities must enlist the aid of local We recommend that at least three major town experts in working with the media. Their meetings be held during the planning phase of knowledge of how to approach and follow up the visioning project. The first meeting should with news organizations can be crucial in take place after the "current realities and effectively getting the word out about the trends" stakeholder session, just prior to the community effort. first visioning session. This meeting is intended to get the word out about the A first step in publicizing a town meeting, the purpose and nature of the project and to kickoff, or any major part of the visioning solicit ideas from citizens on their visions for process is to maintain regular contact with the

21 THE COMMUNITY OUTREACH PROCESS

media. The most common tool in this effort is other community leaders to explain the the press release, a very specific document program. Once they buy in, they may be able announcing an event or major benchmark. to inform their community and recruit new Press releases will frequently need to be participants more effectively than "outsiders" drafted and sent to pre-developed contacts at could on their own. If these individuals do not each print, radio, and television news have time to assist the Outreach Committee, organization in the region. This mailing ask for names of other people within the should always be followed up by a phone call community who may be available. to answer any questions and to lobby for coverage of the news item in question. It is important to train members of the The press release should be accurate and speakers bureau together and provide them succinct. Media will cover events that are with good fact sheets and an overview of well supported (i.e., those with large frequently asked questions so they will attendance numbers, community leader deliver a consistent message to the public. In participation, etc.). Press releases should be addition, preparation will assist in effectively delivered to local, regional, and even reaching the targeted population. Consider the statewide news organizations if appropriate. following: The papers who print the announcement will n Accountability and follow-up plans sometimes translate the text for specific non- should be addressed. The group needs English-speaking populations. to ask itself the following questions: "How can we ensure that people will FLYERS show up for the meetings?" "How can we keep their attention once they are Flyers advertise upcoming events on single, present?" brightly colored sheets of paper that give the group's name, date and time of the event, n A sign-in sheet for attendees should be location, nature of the event, a contact phone used. The individual's name, address, number, and specifics regarding refreshments, and phone number may be valuable as transportation, and child care. Flyers may be the group attempts to recruit new posted in public places and/or handed out to members and to keep the community individuals on busy street corners. Flyers that updated. Such information also catch the eye, are positive, and evoke an supplements the record of the meeting atmosphere of importance and fun are most itself.

effective. n Finally, a contact person or persons should be designated so those who SPEAKERS BUREAU didn't give feedback at the town

Stakeholders can utilize their public speaking meeting may do so at a later date, if desired. talents to spread specific messages to the

community about the progress of the OP-ED ARTICLES community visioning project. This is an effective way to receive input, share Opposite-editorial articles ("op-ed" stands for information, and promote visioning efforts in "opposite editorial," as in "opposite the the community. editorial page") are written by non-journalists, usually community leaders and citizens, and Within certain pockets of the population, such are printed periodically by newspapers. They as communities of color, it may be best to offer insight into local happenings, express have a face-to-face meeting with elders or

22 THE COMMUNITY OUTREACH PROCESS

grassroots perspectives and interests, and announcements (PSAs). Many stations still do update ongoing community programs. so as a community service. A PSA is a 30- or 60-second spot, provided free of charge, that A newspaper's ultimate goal is to sell papers; informs the public about a cause, issue, for this reason, publishers want articles that program, service, or opinion. are of high quality, are timely and in the When contacting a broadcast outlet, ask for public interest, and are positive in nature. the individual in charge of PSAs, ask what the They want to produce something the public station's preferred PSA format is, and follow will want to read. it carefully. Many PSAs are not broadcast because they do not follow the station format. To get an op-ed article published, begin with a query letter to the editor. This letter should When working with the media, always strive be short and to the point, including such facts to minimize the amount of work they must as what inspired the effort, who is involved, do. how the project arrived at its current stage, where it is headed, and how specific plans WEB SITES/PROJECT HOME PAGES will be implemented. This correspondence needs to be well written—the editor will look In the technology age, an effective way to upon the letter as a sample of the author's get the information out to the community is writing ability. through a project home page. Most projects have stakeholders or other professionals The language of the article itself should be who will gladly donate their time to create a positive, focusing on the action the group is project home page. These home pages can taking. Write about specifics—the obstacles provide “surfers” with background the project has overcome, how breakthroughs information and the work to date. In were achieved, changes in team members' addition, the home page can provide users thinking. Focus on what the project is about, the opportunity to add their input through what it has accomplished, and what it will online surveys or feedback boxes on the accomplish in the future. The writing should website that the Outreach Committee or staff be inspiring for readers and leave them access and distribute to the proper wanting to be a part of the effort or, at the committees. very least, highly supportive of and informed about its progress. Finally, the article must be SPECIAL ACTIVITIES/EVENTS concise and should not be more than 1,000 words long (the newspaper will probably THE VISION BOARD shorten the text of the article anyway). It can be very effective to place a draft of the High-quality writing is critical to acceptance vision statement or the KPA action plans on a of the op-ed article. If the writing is good, the large wall space or in some other highly editor may ask for more articles to print in the visible public place. Volunteers who solicit future. input from passersby (best option) or unstaffed (with paper or postcards provided PUBLIC SERVICE ANNOUNCEMENTS for individuals to write suggestions) can staff these. The library, a shopping mall, grocery Radio and television stations were once stores, and community centers are examples required by the Federal Communications of good locations. Feedback on the draft Commission (FCC) to provide public service vision or plans can be processed and

23 THE COMMUNITY OUTREACH PROCESS

integrated into the outreach report at the next process. Your initiative's success will depend stakeholder meeting. on it.

THE FINAL REPORT

The report on the work of the community visioning process serves many of the same objectives as the celebration (i.e., acknowledging contributions to date, building momentum, and enrolling new implementers). At the same time, it is a flexible tool that can be used to inspire organizations and companies to embrace the community vision and frame parts of their own strategic planning around it. The report also serves to remind implementers and the community of their commitments and provides future efforts with something on which to build. The important thing is that it is used, not simply published, bound, and left to gather dust on the shelf.

CONCLUSION

A primary contact on the Outreach Committee should be designated for each major task area. One press-oriented person should serve as the media contact. Another should be recruited to liaison with community residents who may have questions regarding any of the activities or strategies. Others should be made responsible for the town meetings and speakers bureau. In addition, the Outreach Committee should have strong contact with the Coordinating Committee, whose assistance it will need from time to time. It should be well organized and develop and use a plan of action to cover both regular and special needs.

Outreach is no different from any other community-based effort to the extent that one strategy alone is not enough to ensure success. A multiple—strategy approach is the only one that works consistently. A creative, highly prepared, hardworking Outreach Committee can attract positive attention and useful input to the community visioning

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CHAPTER FOUR DEFINING THE REALITIES OF THE COMMUNITY Many communities begin their visioning At an early Initiating Committee meeting, the project by determining the vision or desired Research Committee members with the future. Others look at where the community assistance of IC, should generate a list of currently finds itself before identifying the issues for a preliminary scan . However, this desired future. Both approaches have should only be considered a first step; the produced quality results in visioning projects preliminary scan should spark further around the country. The Initiating Committee discussion of the influence of these factors on must determine which approach best fits the the community's current and future quality of community. life. The final Environmental Scan must reflect more than merely the "experts' view." UNDERSTANDING TRENDS, FORCES, AND Community knowledge and perceptions of PRESSURES these larger issues must be considered during the stakeholder process. An Environmental Scan is a brief but important step in the community visioning Following the presentation by the Research process. It enables stakeholders to develop a Committee, the stakeholders can discuss the shared understanding of the major events, issues in a large group format and then work trends, technologies, issues, and forces that in small groups to encourage greater affect their community and/or will do so in participation. The small groups then report the future. National and global realities often back to the larger group, discussing priority have a significant impact on a community's areas in greater detail. This step combines the ability to meet its challenges. It is not findings of the Research Committee and necessary for the group to reach true community perceptions in general. consensus on these observations, but all participants should recognize how their While some of the issues raised during the community relates to the world around it and Environmental Scan are beyond local control, how broader issues affect local choices. their influence must be addressed if the community is truly to move to a new level. The Research Committee presents its first The discussion of these regional, national, and piece of work during this phase by providing global forces sets the stage for identification to the stakeholder group a preliminary list of of local realities and trends. key present and future trends. The factors might include: LOOKING AT LOCAL REALITIES AND TRENDS

n the influence of population growth, age, During the late 1980s, the state of North and funding trends on the educational system Dakota entered into a major evaluation of the n the affect of in- or out-migration on strengths and weaknesses of its economy housing quality and affordability through a series of public town hall meetings. n new technologies, their costs, and the The city of Fargo conducted an extensive impact on jobs and the community's assessment of the local development quality of life corporation and its previous management and n changes in funding and/or policies of leadership. As a result, the corporation's national, state, and local government broad-based board of directors, representing programs labor, government, education, and business, n global trends regarding trade, the redirected its goals and objectives based upon environment, and labor how Fargo compared to other major growth

centers around the country.

25 DEFINING THE REALITIES OF THE COMMUNITY

Through this evaluation, it was quickly The Research Committee collects community determined that the development agency was indicators from secondary sources. For not focusing on "primary sector" job instance, crime statistics can be obtained from development. The directors realized they had local sheriff and police departments. Real to move their focus in this direction or Fargo estate, business, and other economic would not realize its potential in the twenty- indicators can be collected from the local first century. chamber of commerce. Health-related figures (teen pregnancy, sexually transmitted The evaluation generated a great deal of diseases, immunization rates, etc.) can be publicity and citizen involvement. The collected through social service and health discussions were very candid and sometimes departments. Effective research presentations showed intense emotion; most important, they have compared the latest data with baseline left no stone unturned. data from a number of consecutive years to display annual changes and illustrate local The success of Fargo's primary-sector trends. marketing strategy has already led the city to extend its growth initiative from 1997 out to The Community Scan combines the survey the year 2000. This success gives meaning to results, the research data, and stakeholder daily problem solving, because everyone now perceptions into a single, powerful tool that accepts the fact that the small details add up the stakeholders can use in their own to create the big picture. Fargo's successful discussions and decision making. The internal analysis provides an excellent combination allows stakeholders to base their example of self-examination as part of an deliberations on both information and ongoing strategic plan. Successful community perceptions, a scenario that is both common efforts must begin with agreement on how the and healthy in visioning processes. For community is doing today. As in the Fargo instance, the community may perceive that example, such an inquiry can begin with the violent crime has increased, but statistics may question, "What are our greatest strengths and show that the opposite is true. Such most significant weaknesses?" occurrences build understanding of both the issues and the perspectives that exist within SCANNING THE COMMUNITY the community.

The Community Scan consists of local In addition, the data and discussions provide indicators of how well the community is the stakeholders and the community with a doing at a variety of levels. Developed from "likely future"—that is, the probable outcome secondary data, the profile depicts assets of current trends and pressures if the (those areas/programs in which the community does not intervene. Stakeholders community is doing well) and challenges can identify areas of strength and those (those areas in which the community is needing improvement by breaking into small struggling). In many visioning projects, the groups and asking the following questions: Research Committee conducts a survey asking for residents' perceptions of their n What is the "likely future" of the community's assets and challenges. These community? survey findings are combined with n Which elements of that direction are stakeholder perceptions to assist in identifying good or bad? areas of focus during the action planning n Which aspects of it do we wish to phase. maintain, and which should be altered?

26 DEFINING THE REALITIES OF THE COMMUNITY

n What are our most important Project or specific indicators, contact opportunities and dangerous threats? Jacksonville Community Council Incorporated at (904) 396-3052. Once the likely future has been evaluated, new scenarios may be considered under CONCLUSION different starting assumptions. A key factor in strategic planning is good SAMPLE INDICATORS OF A COMMUNITY information based on data and research available throughout the community. In 1992, Jacksonville, Florida conducted a Information will be interpreted in different quality of life project to monitor annual ways, therefore it is important to have progress within the community. These sessions where facts and perceptions can be indicators included the following: studied, analyzed and discussed. Having a common perception about how the n Public High-School Graduation Rate community is currently doing will assist in n Affordability of Single-Family Home developing the desired future and n Cost of 1,000 KWH of Electricity identifying key areas in which to focus the n Index Crimes per 100,000 population action planning. n % reporting feeling safe walking alone

in their neighborhood at night n Compliance in Tributary Streams with There are several ways in which the water standards for dissolved oxygen Community Scan can be developed with n Resident Infant Deaths per 1000 live each way requiring a different investment of births time and resources. Many of these decisions n % reporting racism to be a local can be resolved in the Initiating Committee problem during the early phases of the project. n Public library book circulation per Whatever approach is decided on, the capita desired outcome of this phase of the project n Students in free/reduced lunch program is to leave the stakeholders and the n Tourism/bed-tax revenues participants with a shared understanding of: n Taxable real estate value

n Tons per capita of solid waste n the community strengths/assets n People reporting having no health n the difficult challenges the community insurance faces n Employment discrimination complaints n the realities the community faces that filed are both within and outside its control n People accurately naming two city n the community's likely future council members should no interventions take place n % register who vote n Bookings of major city facilities n Average public transit ridership per 1000 population

Jacksonville set goals for each indicator and have mechanisms in place to measure progress for each year. Included with the indicators were community action steps for achieving the target goals. For more information on Jacksonville's Quality of Life

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CHAPTER FIVE CIVIC INFRASTRUCTURE: ASSESSING COMMUNITY CAPACITY CIVIC INFRASTRUCTURE—WHAT IS IT? n Santa Maria, California, divided by racial and cultural barriers, instituted Scholars and practitioners of urban and in 1997 a first-ever Peace Week community affairs are beginning to sense that designed to help erase violence and associations and traditions play an integral prejudice and bring Santa Maria role in the health of the communities, residents together. whatever their size. The National Civic n After the closing of a major airforce base League refers to the formal and informal in Denver, Colorado, the city created an processes and networks through which unprecedented economic development communities make decisions and solve partnership with the neighboring problems as "civic infrastructure." jurisdiction which was most affected by the closing. Successful communities honor and nurture their civic infrastructures. They do not look What accounts for the different experiences of primarily to Washington for money or these four communities in addressing program guidance. Rather, leaders in problems? In each case, the strength or America's most vital communities recognize weakness of the civic infrastructure, the the interdependence of business, government, invisible structures and processes through nonprofit organizations, and individual which the social contract is written and citizens. In particular, these communities rewritten in communities, determined success recognize that solving problems and seizing or failure. opportunities is not the exclusive province of government. They carry on an ongoing Early in the 1990s, Lee's Summit, Missouri, struggle through formal and informal found that its longtime reputation as a quiet processes to identify common goals and meet rural town had been replaced with a new individual and community needs and reputation as one of the fastest-growing aspirations. communities in the state. The citizens of Lee's Summit realized that this intense growth FOUR EXAMPLES could be a potential problem; solving a problem of such magnitude was not going to n What once was an impossible dream be easy and would require ideas and became reality, when citizens of assistance from everyone. Thus was born Broomfield, Colorado embarked on a Lee's Summit: 21st Century. Lee's Summit: collaborative visioning process that led 21st Century, a cross-sector, citizen-based to Broomfield becoming its own city and task force, was created when the Board of county, the first change on the state map in over 92 years. Aldermen authorized a group of citizens from various social, economic, and political strata n In an effort to give citizens input in to come together to forge a blueprint for the government decision making, the city of next century. Fort Wayne developed Community- Oriented Government where citizens A major goal of the process was to keep take issues to one of their 227 different citizens informed and involved in the neighborhood organizations and work decision-making process on critical issues. directly with city staff. The critical issues that were identified included quality of life, economic

28 CIVIC INFRASTRUCTURE: ASSESSING COMMUNITY CAPACITY

development, and public services / stronger because the citizens back and support government. the projects to a great extent." Lee's Summit is one of many examples of what a strong As a result of this increased civic civic infrastructure can bring to a community. infrastructure, Lee's Summit has seen critical success on the issue of public safety from the THE CIVIC INDEX vision action plan. A city staff member recalled that the community demanded that The National Civic League developed the such services receive greater emphasis. In this Civic Index to help communities evaluate and case, the citizens were involved in partnership improve their civic infrastructure. The 12 with the city and made the decision to put the components of the Civic Index measure the issue on the ballot—a $15 million tax skills and processes that a community must increase to pay for increased public safety possess to deal with its unique concerns. measures. Contrary to the nationwide trend, Whether the specific issue is a struggling Lee's Summit voted for increased taxes to pay school system, an air pollution problem, or a for a new police station and fire station and to lack of adequate low-income housing, the expand personnel in both departments. The need for effective problem-solving and city council and the city staff feel the bond leadership skills is the same. might never have gone to the ballot in the past because of citizens' lack of understanding and A community must have strong leaders from involvement. all sectors who can work together with informed, involved citizens to reach Lee’s Summit council and staff support consensus on strategic issues that face the collaborative efforts 100 percent, showing community and the region around it. great enthusiasm for what can be achieved if Committed individuals give communities the the proper measures are taken. One staff capacity to solve the problems they face. member explains, "When projects are citizen- Communities must resolve to increase their based and citizen-driven, the process is capacity to address problems. Outside

Civic Infrastructure

29 CIVIC INFRASTRUCTURE: ASSESSING COMMUNITY CAPACITY

consultants can make recommendations, but important to focus on each component action is unlikely without local ownership of a individually. Stakeholders then develop strategy and an implementation plan. The benchmarks that indicate progress toward the Civic Index provides a framework with which desired level. The benchmarks, with steps to communities can increase their reach them, are incorporated into the action problem-solving capacity. It provides a plan during a later phase. method and a process for first identifying strengths and weaknesses and then structuring CIVIC INDEX COMPONENTS collaborative solutions to problems. It offers an environment within which communities Stakeholders assess the community's current can undertake a self-evaluation of their civic performance in each of the 12 areas listed infrastructure. Creating civic infrastructure is below and consider how that performance not an end in itself. Rather, it is a affects the profile of the community. The community's first step toward building its proposed methods to enhance the capacity to deal with critical issues. community's civic infrastructure will be integrated into the action plans later in the INCORPORATING THE CIVIC INDEX INTO YOUR process. VISIONING PROJECT WHAT IS OUR DESIRED FUTURE? Some communities have used the Civic Index as a "stand-alone" project to enhance the Communities that deal successfully with the community's civic infrastructure. Others have challenges they face have a clear sense of incorporated it into their visioning process. their past and also have developed a shared The steps taken to build the community's picture of where they want to go. problem-solving capacity can easily be integrated into the action plans developed n Is there a shared sense among during the visioning process, particularly in residents of what they want the areas where networks and communication community to become? mechanisms are identified as need areas from n Has the community completed a the Civic Index. These must be in place strategic plan to implement a community-wide vision? before longer-term action steps can be n If a community vision exists, how is the implemented. vision being used? n What are some examples of the The Civic Index's results are greatly enhanced community’s positive self-image? when a large, diverse group such as the n What makes the community special stakeholder group uses the Civic Index. and unique from other locales? Perceptions of the 12 components will vary among group members, and the discussion HOW ARE WE FULFILLING OUR ROLES IN provides a great opportunity to build COMMUNITY GOVERNANCE? understanding and trust—the key ingredients of civic infrastructure. In successful communities today government is no longer the sole owner of the public Discussion of the components takes place agenda. Instead, citizens, businesses, non- both in small groups (to ensure participation) profit organizations and government jointly and in large groups (to enhance the small hold the public interest. group findings). Once the 12 component areas have been assessed collectively, it is

30 CIVIC INFRASTRUCTURE: ASSESSING COMMUNITY CAPACITY

NEW ROLES FOR CITIZENS n Does the government listen to the community? The role for today’s and tomorrow’s citizens n Does the government provide services means individuals must be willing to take equitably to all people in the responsibility for their community by community? stepping forward to share the burden of difficult decision-making and challenging NEW ROLES FOR NON-PROFITS problem-solving. Today’s role for non-profits continues to be

one of service deliverer and change agent, n What are some good examples of citizen participation in your but cutbacks in funding are compelling non- community? profits to partner with each other, local n What is the current nature of citizen government and the private sector in order participation? Is it confrontational or to meet increasing demand. collaborative? n Are there strong neighborhood and n What are the issues in your civic organizations? How so? community that require collaboration n Are citizens actively involved in major among non-profits? What community projects? Why or why collaborative efforts exist among non- not? profits on these issues? n What opportunities exist for n How do non-profits collaborate when participation in community decision- resources are at stake? making? Are these opportunities the n How do non-profits collaborate with same for all people? If not, why not? government, citizens and businesses? n Do citizens volunteer to serve on local n Are non-profits including their boards and commissions? If so, do clientele in decision-making? these citizens represent the diversity of n How do non-profits know they’re the community? Why or why not? effective in the community? n Is it difficult to find people to run for . public office? Why or why not? NEW ROLES FOR BUSINESSES

NEW ROLES FOR LOCAL GOVERNMENT The role of the private sector in a community’s civic infrastructure is One of the most powerful roles emerging for fundamental, yet often overlooked. local government is that of the convener. Businesses must be willing to create cross- By bringing together different sectors of a sector partnerships with government, non- community for collaborative decision- profits and the community. making and joint action, local government creates a greater sense of legitimacy and n How does the chamber participate in ownership for the solutions developed. the community? What other things might the Chamber do? n Does the government and community n To what extent do businesses play a share a common vision? philanthropic role in the community? n How often does the government share n To what extent do businesses work community problem solving with with local non-profits and schools? private and non-profit organizations? n To what extent is corporate leadership n Does the government share decision- a part of broad community making with the average citizen? improvement efforts? What about small business leaders?

31 CIVIC INFRASTRUCTURE: ASSESSING COMMUNITY CAPACITY

n How well do businesses collaborate n How does the community respond to with government and non-profits? discrimination, racism and racist acts? n Do businesses regularly encourage volunteerism among their employees? REACHING CONSENSUS n How do large and small businesses participate in and involve the NCL defines consensus as being able to live community in different ways? How with a decision to the point of supporting, can this improve? and not blocking, its implementation. The process of consensus building across HOW DO WE WORK TOGETHER AS A viewpoints and interests is a skill that sets COMMUNITY? successful communities apart from those

Successful communities understand that: 1) that struggle. they are and will become increasingly n Are approaches to problem solving diverse; 2) citizens demand a role in the proactive or reactive? How so? decisions that affect their lives; 3) n Are there leaders in the community information is readily available through a who are willing to set aside their own variety of means; and 4) complex issues interests to help build consensus? regularly cross regional boundaries. n Do citizens, government, non-profits and businesses work together to set BRIDGING DIVERSITY common goals? n Do leaders convene citizens to neutral Positive inter-group relations happens when forums where all opinions can be groups of people (identified by race, ethnicity, shared? age, gender, sexual orientation, income level, n Are there neutral forums and processes interest, etc.) are able to acknowledge here all opinions are heard? differences while still being able to work toward common goals. SHARING INFORMATION

Shared information and a “safe space” for n What types of diversity exist within the community? dialogue greatly enhance a community’s n How does the community view ability to work toward cooperation and diversity? With distress, tolerance, or consensus, make balanced judgements, and does it embrace diversity? On what do head off disputes. you base your assessment? n How does the community promote n How informed is the community of the communication among diverse plans and goals of its governing body? populations? n Where does the community get n Do diverse groups cooperate in information about public issues? Do resolving conflicts before they escalate schools, libraries and the government into major problems? all provide public information? n How are all diverse groups involved n Do community leaders have regular and included into community-wide opportunities to share ideas? problem solving? n Does the media play an active and n Are non-U.S. citizens involved in supportive role in the community? community activities? n Does the way the media frames the n Do schools have programs that deal issues make it easier or more difficult with increasing community diversity? for communities to solve its problems?

32 CIVIC INFRASTRUCTURE: ASSESSING COMMUNITY CAPACITY

n Are issues in the media framed around difference and how to apply their learning conflicts or solutions? Are all sides through actual participation in the presented? community. n Do citizens have the information they need to make good decisions? n Are there cradle to grave opportunities n Do all community members have to learn about citizenship? access to current information n Are there opportunities for all technology? community members to learn about citizenship? HOW DO WE CROSS JURISDICTIONAL LINES? n Do a wide variety of organizations and institutions provide citizen education Issues such as economic development, opportunities? transportation, growth management, n Do citizen education programs develop environmental protection and recreation the knowledge and skills necessary to move beyond the boundaries of singular participate in community governance? jurisdictions. Thus successful jurisdictions n How are traditional power leaders are working with neighboring municipalities supporting citizen education? in order to be effective in today’s world. BUILDING LEADERSHIP

n What issues should be addressed regionally? What collaborative efforts Today’s complex times reveal that in order exist among communities in the region for communities to work more effectively, on these issues? quality leadership must come from all parts n How do local governments work of the community. These leaders must together on regional issues? reflect the diversity of the community, as n To what extent do institutions across well as posses the skill of convening the region collaborate with one different interests to share in decision- another? making. n Are services provided regionally? n Is there a regional governance n What qualities do you want your structure in place? community leaders to have? What kind do you currently have? HOW ARE WE STRENGTHENING OUR n Are there leadership development COMMUNITY’S ABILITY TO SOLVE opportunities for both formal (elected PROBLEMS? officials) and informal neighborhood) leaders? All communities face the challenge of n Are current community leaders willing building and sustaining efforts. Key to to adapt and modify the way they lead building capacity is developing skills in as times change? individuals throughout the entire n What kinds of leadership exist? community, continually building networks Collaborative? Confrontational? by linking and convening people and organizations, and nurturing those ONGOING LEARNING relationships on an ongoing basis. Many communities conducting initiatives

experience varying degrees of success. EDUCATING CITIZENS Participants in more successful efforts have Strong citizen education must teach taken the time to learn from past experiences residents both what they can do to make a

33 CIVIC INFRASTRUCTURE: ASSESSING COMMUNITY CAPACITY

and have incorporated that learning into CONCLUSION subsequent efforts. Communities need to look at all 12 n How is the learning generated from components of the Civic Index. Focusing on community projects and processes only one or two will not improve a used to enhance future efforts? community's problem-solving capacity n When conflict is managed or overcome because of the complexity and how each of successfully, how is that learning the components interrelated. Moreover, the documented and incorporated into activities implied by each component are other settings? n How can the community incorporate different from the traditional ways of thinking the learning of successful efforts into and conducting business. For instance, current and future efforts? encouraging citizen participation does not n Whether community efforts succeed or mean holding public hearings after the not, do participants ask what they substantive plans already have been adopted. learned to help them with the next For citizen participation to be effective, it stage of work? must be much more aggressive, inclusive, and n Are neighborhood and community ongoing. histories documented? n Does the community see its work as an For communities to fundamentally change the ongoing endeavor or as “one-shot” way they deal with the challenges they face, effort? stakeholders must engage in new conversations. A comprehensive look at civic infrastructure is a fine point of embarkation— both for that conversation and for a reframing of the social contract.

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CHAPTER SIX DEVELOPING A COMMUNITY VISION AND SELECTING AND EVALUATION KEY PERFORMANCE A VISION IS A "STRETCH" wondering how it can be reached. They inspire people to help make it happen despite In spring 1961, President John F. Kennedy, the incredible challenge and uncertain seeking increased funding for space prospects for success. exploration, described a most ambitious vision: to land a man on the moon before the PICTURE A FUTURE YOU DESIRE end of the decade and return him safely to Earth. At the time, the United States only A community vision is an expression of launched an astronaut into "sub-orbital" possibility, an ideal future state that the space, let alone going to the moon. The community hopes to attain. The entire vision, in the midst of the space race, was community must share such a vision so that it inspiring and motivating. The country vowed is truly owned in the inclusive sense. to move ahead on the vision and the ambitious timeline. Achieving the vision had The vision provides the basis from which the its costs. In 1967, three Apollo 1 astronauts community determines priorities and perished during a launch practice session establishes targets for performance. It sets the because, some say, the timeline was too stage for what is desired in the broadest sense, demanding. Staff within the space program where the community wants to go as a whole. learned from the tragedy, changed their It serves as a foundation underlying goals, approach and continued working toward plans, and policies that can direct future Kennedy's goal. On July 20, 1969, Neil action by the various sectors. Only after a Armstrong and Edwin Aldrin walked on the clear vision is established is it feasible to moon and returned safely to Earth with fellow effectively begin the difficult work of astronaut Michael Collins. Kennedy's clear outlining and developing a clear plan of vision with specific outcomes, the timing of action. A vision can be communicated the space race, the program's ability to bounce through a statement, a series of descriptions, back from loss, the enthusiastic commitment or even a graphic depiction of how the of the masses, and a number of other community would look in the target year. variables produced a technological Communities have used a number of methods achievement for the ages. and media to create and express their visions, their desired futures. On a summer day in 1963, Dr. Martin Luther King, Jr. addressed the masses at the Lincoln INGREDIENTS OF AN EFFECTIVE COMMUNITY Memorial in Washington, D.C. His "I Have A VISION Dream" speech stirs as many souls today as it did on that memorable afternoon. The following ingredients are crucial to Communities continue to struggle toward the generating an exciting community vision: future he described for all of the country's children and people. A HEFTY DOSE OF POSITIVE THINKING

Each of these cases is an excellent example of In developing a community vision, it is a vision. Exciting and inspirational, yet far important not to be constrained by either enough of a “stretch” that people are left political or economic realities. This is

35 DEVELOPING A COMMUNITY VISION AND SELECTING AND EVALUATION KEY PERFORMANCE

challenging for many people who think n How are people interacting with one negatively to focus their energy on how another in this desired future? How are decisions being made? things can rather than why things can't, n What is unique to our community that happen. People who've been through no other community has and what does successful visioning projects have challenged it look like 20 years from now? themselves to move beyond the constraints and to dream about what their ideal A LONG TIME FRAME community would be like. In developing the action plans, they focus their thinking on what The stakeholders select the time frame of the must happen to ensure that the vision vision project. It is probably more useful to becomes a reality. It is always better to aim set a vision for a point at least 10 years in the too high than too low. future. Though we would like to be able to achieve a desired future in the short term, the The positive thinking will be reflected in the reality is that many changes will take a great vision statement itself. The statement should deal of time to bring about. An effective be entirely in positive terms and in the present vision typically addresses a period stretching tense—as if it were a current statement of 15 to 25 years into the future. fact. The vision and its components should be stated in clear, easily understood language EXAMPLE that anyone in the community can understand. In 1999, Winter Haven, Florida, went through The vision statement must be reached by a visioning process called Our Future By consensus and encourage the commitment of Design: A Greater Winter Haven Community. diverse community members. It is the vision After much deliberation, debate, and hard that will drive the entire planning process— work, the stakeholders came to consensus on every action plan will be designed such that, the following vision statement: when implemented, it will help bring about the desired future. Winter Haven is a community of beauty, quality, and harmony. We STRONG VISUAL DESCRIPTIONS embrace our cultural, ethnic, racial and religious diversity. We nurture In the visioning process itself, stakeholders and promote healthy families. Our can literally ask and answer such questions as: citizens participate and cooperate for the greater good of the community. n What words do you want your We encourage a friendly, small-town grandchildren to use to describe the spirit while nurturing the evolution of health of the community? n If the very best quality of life existed in our community. the community, what would be happening? We live in a community with a unique n What common values exist across all lake-centered environment that is perspectives and interests within the continually enhanced and preserved community and how do they manifest in a manner that ensures healthy themselves? ecosystems. Our citizens use and

36 DEVELOPING A COMMUNITY VISION AND SELECTING AND EVALUATION KEY PERFORMANCE

appreciate our water resources that transcend traditional political responsibly. boundaries.

We have nationally recognized Winter Haven is the pride of its schools, libraries and institutions of citizens and the envy of visitors. It is higher learning setting the pace as a community that many of our models of innovation. These children plan to make their home. facilities feature the resources and technology to give everyone in our This vision statement has all of the important community the knowledge, the skills, ingredients necessary for a quality statement. and the character to thrive. These ingredients include:

We have an exceptional, accessible n Positive, present tense language; health-care system that promotes the n Qualities that provide the reader with a feeling for the region's uniqueness; public health and well being of all n Inclusiveness of the region's diverse citizens. There are a rich variety of population; social, cultural, and recreational n A depiction of the highest standards of activities for citizens of all ages. We excellence and achievement; promote a crime-free and drug-free n A focus on people and quality of life; environment. n Addresses a time period 15 to 20 years in the future; n Language that is easily understood by We have a thriving, sustainable, all. diverse economic engine, the nucleus of which is a vibrant, historic Like most communities, developing this downtown. Our local businesses vision statement was a challenging exercise promote economic opportunity for for Winter Haven. Over 120 stakeholders of all citizens and attract people from diverse perspectives and backgrounds, around the country to our distinctive participated in the development and editing of lake-centered environment. We have the statement. The consensus reached on the an infrastructure that capitalizes on statement provided the stakeholders with an our strategic geographic location exciting vision which drove the remainder of and encourages visitors to our the planning process. community. We enjoy convenient access to areas around Winter HOW TO CREATE A COMMUNITY VISION Haven as well as to other major cities, attractions, and cultural There are many ways to conduct a visioning opportunities. The community's process. The following model can assist the government entities and public stakeholder group in developing an effective officials foster a spirit of high community vision. The facilitator and cooperation; each understands Initiating Committee will develop the specific stewardship of the public trust visioning process that best enables your requires consideration and actions community to meet its needs and desires.

37 DEVELOPING A COMMUNITY VISION AND SELECTING AND EVALUATION KEY PERFORMANCE

Judging from successful visioning projects, it groups often get caught up in "wordsmithing" is most effective to start the process in a large the statement, it is more important to get group format, with all stakeholders informally agreement on the themes of the vision. The brainstorming about what they feel should be stakeholders may have to be reminded that included in the community vision. All the vision is the "end state," the final result. participants' remarks should be captured on a They will determine the specifics of how the flip chart and saved as a "group memory"; vision will be reached later in the process, such a record can be useful in all phases of during the action planning phase. the visioning process. The brainstorming brings ideas to the table and accustoms the The time required to generate a clear vision stakeholders to the process and methods of statement that expresses explicit themes can generating a vision statement. vary widely from one community to the next. It is unlikely that a broad group of citizens After the group is warmed up through the would complete the process in fewer than 8 brainstorming exercise and the ideas are hours of working time, but they should not flowing, the stakeholders should break into require more than 15. One effective format is small working groups of 7 to 10 people. In the a weekend visioning retreat. Typically, small groups, members typically discuss ideas however, stakeholders work on vision and write them down. Some communities statements over two nonconsecutive evenings. have found that group illustrations are more expressive and creative and can be Through the visioning process, people draw exceptionally effective in inspiring specific heavily on the values that are important to statements. them. The process translates these individual and collective values into a set of important After developing their ideas, the small groups issues that the community wants to address. can present their vision themes to the larger With a clear vision statement articulated and group. Later, during the statement drafting the component points serving as a beacon for sessions, the various small groups' ideas can the future, the stakeholders can shift to be integrated and assembled into a workable determining their priorities. statement. It can also be effective to have the small SELECTING AND EVALUATING KEY groups pair and merge, doubling their size. PERFORMANCE AREAS For instance, if there are eight original groups, they can merge into four, and later into two, By this point in the process, the stakeholders etc., reaching consensus on their ideas as they will have discussed and reached consensus on go. where their community is today, where it is likely heading, and where they would like it DEVELOPING THE VISION STATEMENT to go. The next step in this results-oriented process is to decide how the community can The process of refining the vision statement get from where it is today to where and its component points can be lengthy and stakeholders want it to be in the future. This arduous. There is no shortcut to working step involves the selection and development through the process as a group. Though of Key Performance Areas (KPAs).

38 DEVELOPING A COMMUNITY VISION AND SELECTING AND EVALUATION KEY PERFORMANCE

KPAs are highly leveraged priority areas for THE KEY PERFORMANCE AREA PROCESS which specific actions will be developed to redirect the future of the community. FORMING TASK FORCES Implementation of the strategies developed for the KPAs will bend the trend from the Successful visioning projects have formed likely future (as determined by the task forces, either by assigning interested community profile) toward the desired future stakeholders or by choosing members at (as articulated by the stakeholder group). random from the stakeholder group. Either way, additional expertise and perspectives are Successful community visioning projects usually added to help balance the group and have prioritized their visions into four or five develop comprehensive plans. Task forces KPAs. They reasoned that only some issues vary in size from as few as 15 people to as are of high-level priority; moreover, not many as 50. Each KPA task force should: everything can be done at once. Choices must be made. Secondary priorities can be tackled n assign a convener who is responsible for later. The KPAs can be broken down in a convening the sessions, keeping the group on task and focused, and variety of different ways—by sector (e.g., reporting the updates back to the large business), by issue area (e.g., homelessness), stakeholder group or by project (e.g., community center). n assign a facilitator to run the meetings (s/he may or may not be the convener) AN OKLAHOMA EXAMPLE and a recorder to keep minutes and write up the work in a presentable format Central Oklahoma 2020 sought to achieve n plan a number of meeting sessions (how regional progress by having all communities, many depends on the timeline) around neighborhoods, and individuals come together the large stakeholder meetings to take responsibility for their collective future. A group of 90 citizens agreed to serve For each Key Performance Area, the task as stakeholders, and together they created a force and the stakeholder group as a whole vision. These individuals understood that will complete the following tasks. while a vision helps establish a picture of the ideal future, to be effective it must be joined RECRUITING OUTSIDE EXPERTISE with a clear understanding of current realities. One of the task force's first assignments is to While keeping their vision and such trends as look at the group's composition and ask, poverty, dropout rates, and the decline of "What interests and expertise are missing middle class in mind, Central Oklahoma 2020 from our group?" The task force members participants identified five key performance should generate a list of people who can fill in areas: economic development and jobs; the gaps and recruit those individuals to education; environment and infrastructure; participate. Just as balance was important in family; and regional governance. Then the filling out the large stakeholder group, the participants became more specific, outlining same consideration must be given to the 12 action areas to improve the quality of life smaller task force groups. Although for the people in their region. presentations to the larger stakeholder group

39 DEVELOPING A COMMUNITY VISION AND SELECTING AND EVALUATION KEY PERFORMANCE

will often "safeguard" any domination within It will be up to the task force to prioritize the the task forces by individuals with special goals and make recommendations on which interests, developing the plan with diverse ones should receive the greatest emphasis. perspectives always enhances the plan's credibility and likelihood of implementation. SPECIFYING "WHO WILL DO WHAT BY WHEN AND HOW" EVALUATING THE COMMUNITY'S CURRENT PERFORMANCE WITHIN THE KPA Task forces must delineate specific action steps, identifying what resources will be Task forces will assess the community's required, where they will come from, what current performance in each priority area the time frame for action is, and who will be using the work of the Research Committee, responsible for ensuring that implementation surveys, and past discussions in the occurs. It is during this step that the specific stakeholder group. This is also the time to benchmarks and actions of the Civic Index integrate the findings of the Civic Index, if will be integrated into the appropriate KPAs utilized in the visioning process. Much of the to build community capacity. work from this stage will provide the rationale for proposals to address this key area. It will By now the vision has been translated into also help members identify what benefits they practical and attainable outcomes to be want to result from implementation of the achieved through specific tasks and actions. action plans. These benefits should be This step crystallizes the vision into a tangible developed into a "mini-vision" that will drive program. the action planning in this specific KPA. REPORTING BACK TO THE STAKEHOLDER DEVELOPING GOALS GROUP AND RECEIVING FEEDBACK

Task forces will develop specific goals to As the KPA task forces proceed through the reach the desired future for each KPA. There plan development, they will periodically meet may be numerous goals and objectives within with the larger stakeholder group to share a specific KPA. For instance, for a KPA of their findings and coordinate overlapping economic development, the goals may be: efforts as appropriate. When reporting back to the large group, each task force should hand n starting an incubation program for out written summaries of the work done to small business development date, with highlights transferred to overhead n attracting new corporations to transparencies for viewing by the group. The headquarter in the community n retaining and enhancing current task forces should incorporate feedback from businesses based in the community the stakeholder group into their planning to n building and retaining the skills of the ensure agreement on the direction being labor force in the community through taken. mentorships and scholarships Although many of the action plans developed will require financial and other resources, sometimes in significant amounts,

40 DEVELOPING A COMMUNITY VISION AND SELECTING AND EVALUATION KEY PERFORMANCE

communities can take certain actions to increase cooperation or shift to approaches that require little or no financial resource outlay.

CONCLUSION

As the whole stakeholder group reaches consensus on the work of each KPA task force, the high-priority projects must be identified and a rough consensus reached on their inclusion into the final action plan. If successful to this point, the stakeholders will have reached a general agreement on the individual goals, objectives, action plans, implementers, resource needs, and time frames identified by the task forces.

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CHAPTER SEVEN ACTION PLANNING AND IMPLEMENTATION Once the Key Performance Area evaluations may involve the development of new have been completed, it is necessary to cross-sectoral partnerships. integrate all of the goals and recommendations into a final action agenda As the visioning action plans and with a formalized implementation strategy. implementation strategy are finalized, the Certain goals and action steps will be stakeholders must specify who will take complementary and will need to be combined responsibility for what. Some issues will in some way to create a coherent overall clearly fall within the purview of a specific strategy. The stakeholder group should government agency or nonprofit service publish a report on its community visioning provider. Other action steps might not process and final action plan, but it is immediately suggest a "champion," and the essential that the work not stop here. Too group will have to engage some entity to take many visioning projects end with a report that the lead. Though an accountable organization eventually gathers dust on the shelf. The or group of organizations may not initially be community visioning process is designed to found for every action step, this is an essential produce action and results. Reports do not, in part of the process that cannot be left and of themselves, assure any action. incomplete. It may be necessary to assign a group of entities to locate a champion for a BUILDING A FINAL CONSENSUS specific action area. The general rule is – there will be no action without an Consensus on the final action plan is the implementer. final—and occasionally most difficult—phase of the community visioning process, the As the formal planning steps of the process phase in which previous agreements are tested draw to a close, stewardship of and a final community consensus is reached. implementation becomes the responsibility of The stakeholders meet in large and small the stakeholder group and the community as a groups to confirm the soundness of their goals whole. If the process has been effective at and plans and the projected results of their developing a sense of ownership and true implementation strategies. Some action plans consensus, it will be possible to hold the may require initiation of new projects. Others whole community and all its citizens and may involve support for existing efforts. organizations accountable to their Some may entail the termination of an commitments. This point highlights the existing activity. importance of the community outreach process (described in detail in Chapter 7) and Because the actions will be varied in nature, it the two-way flow of information throughout is essential that the entire community and its the project. The investment of time and diverse sectors are behind them. Some action resources made earlier to ensure full plans may embrace policy initiatives or community representation and participation changes; some may involve significant comes to fruition here. financial investment; and others might simply pose new approaches to current practices. All

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ACTION PLANNING AND IMPLEMENTATION

TRUE CONSENSUS AND ROUGH CONSENSUS bellied pig, a big smack on the lips; drawings for a television and a blimp ride for two; and At the end of this phase, the stakeholders a food booth serving burritos, corn on the cob, should have reached consensus on the content strawberry shortcake, and watermelon. The of each KPA. Sometimes a full consensus celebration was a great success, allowing the cannot be reached. If a large number of citizens of Lindsay to take pride in their stakeholders cannot live with the plan, then accomplishments and enjoy the fruits of their the group must take the time to discuss the labor. reasoning of the disagreeing viewpoint and look at ways to fine-tune the approach so all The celebration should acknowledge the participants can live with the final plan. If one planning work of the stakeholders and various or two people continue to dissent after all contributors, announce the action plan, and— discussion and alternatives have been most important—be seen as the addressed, it is important to move ahead, commencement of the implementation phase while making sure the differing viewpoint is of the project. noted and placed in the final report. IMPLEMENTATION OF THE ACTION PLANS THE COMMUNITY CELEBRATION In the community visioning effort, we Celebration is an essential part of a recommend a minimum of two years community-based visioning project. There following completion of the planning process should be a celebration to acknowledge the for intensive focus on project implementation. commitment of individuals involved in the For many communities, this will be a multi- planning phase of the initiative and the results decade effort. they achieved. Such an event brings citizens together around shared values and aspirations SHIFTING FROM PLANNING TO and nurtures the seeds of change in building a IMPLEMENTATION better community. Successful implementation processes have the The city of Lindsay, California, held a following ingredients: celebration that residents are sure to remember for years to come. At the n The establishment of implementation conclusion of its long-term visioning process, structure such as a committee with the community held a grand festival at the staff that oversees and ensures that a city park and community center, attracting variety of areas (that follow this bullet) approximately 1,500 people. Featured events are addressed included a games arcade for kids; live n Clarity of goals/desired result across entertainment on the main stage led by the implementation committee and Mariachi Infantil Alma de Mexico; a winding implementers parade through the park; a canine fashion n Criteria (established by the show; a decorated bicycle contest; a "kiss-the- stakeholders or Implementation pig" contest in which nearly two dozen of the Committee) that will be used to city's leading citizens gave Blossom, a pot- prioritize projects

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ACTION PLANNING AND IMPLEMENTATION

n Prioritized projects based on the to serve in a more active manner. This applied criteria process should leave current participants with n Implementers/champions for each a strong sense of accomplishment and invite project the participation of others. The Coordinating n Identification of barriers to Committee may retain its original form and implementation and steps to overcome become an Implementation Committee, or it them may choose to change its structure as well as n An overall timeline based on the its membership. prioritized goals, barriers, and resources Typically, retaining the cross-sector, n Coordination of all efforts being broad-based citizen form is the most implemented from the action plan successful approach, as it avoids controversy n Ongoing community outreach of and keeps the focus on community-wide successes and ideas participation. Some communities choose to create a separate nonprofit organization to Community and outside resources will be serve the ongoing effort. The Coordinating needed to implement the action plan. The Committee might also be embraced by an Initiating Committee should have laid the existing entity deemed neutral and inclusive, groundwork for this resource-development although this can be risky if the organization process, but more work will likely remain. attempts to hoard the effort or takes actions The implementers named in the action plan that dampen community-wide ownership in will need to champion these efforts. Resource implementation. development will be most effective if it begins immediately, capitalizing on the MONITORING AND TRACKING momentum from the publishing of the report and the community celebration. There are three primary areas where active, ongoing monitoring and tracking are required: CHOOSING OR ESTABLISHING AN IMPLEMENTATION ENTITY n ensuring follow-through on the implementation of action plans and policy recommendations Implementation efforts should follow the plans created during the planning process. n providing ongoing support for Lead implementers must confirm the implementers commitments already agreed upon and begin their work, drawing on the momentum n measuring changes in the community created by the celebration and publication of quality-of-life indicators developed earlier, in the Community Scan effort the final report to facilitate rapid progress.

During the first two years, the From the kickoff until this point, the Implementation Committee or other Coordinating Committee has provided implementation entity should consider process management for the community providing updates at least quarterly to the effort. Some of its members will be ready to community on project and policy actions. In leave the committee, and others will be ready

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ACTION PLANNING AND IMPLEMENTATION subsequent years such updates can be made annually.

CONCLUSION

In closing, it should be stated that the community visioning and implementation process described in this handbook is an overview of a model. This model has been successfully used and tested in different forms in many communities around the nation in recent years. Each community should work closely with experienced facilitators to adapt the model presented here. Use it as a guide to the design of its local process; customize it to match specific needs, priority areas, and available resources.

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EPILOGUE RENEWING YOUR COMMUNITY By John W. Gardner The American public has a short attention span. There followed long, dry years in which The urban riots of the late 1960s were among urban problems appeared to have dropped off the worst in U.S. history. However, they the national priority list. produced, among other things, a balanced But at the community level, people hadn't concern for the problems afflicting our cities. forgotten. An organization called Goals for Leaders at every level turned their attention to Dallas formed in the 1960s and continued the matter. Government agencies launched operating through the 1980s. The group has programs. Foundations funded urban received credit for spurring construction of projects. Press coverage was intense. the city's international airport, aiding the

growth of high-tech manufacturing, and The wave of interest had some good fueling investment in higher education. San consequences. Americans learned a great deal Antonio's Target "90," founded in the early about the problems of the cities. A generation 1980s, accomplished one of its chief goals: of young people, men and women who would the use of arts, culture, and tourism to later play significant leadership roles, had stimulate the local economy and quality of their first exposure to the urban scene. Serious life. In Tennessee, Chattanooga Venture (but often unsuccessful) efforts were made to undertook Vision 2000 in 1984. It was so arrive at solutions.Eventually the riots successful that when a public survey was stopped, and the wave of interest that began done in 1992, the people overwhelmingly with the Watts uprising in 1965 died in the said, "Let's do it again." Thus, ReVision 2000 early 1970s. created an entirely new set of goals for the community.

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EPILOGUE - RENEWING YOUR COMMUNITY In 1988 Phoenix Mayor Terry Goddard set These barriers to communication can be in motion the chain of events that led to the overcome. We can get beyond confrontation creation of the Phoenix Futures Forum. as a mode of interaction. People of very Another urban renewal organization different backgrounds and interests can learn launched in 1988, the Greater Louisville to listen and understand; they can get past Economic Development Partnership, has stereotypes and conduct a civil interchange been a catalyst not only in creating new jobs with the human being across the table. but more importantly in retaining and Diverse groups can set aside adversarial increasing minority development. posturing and be candid and explicit about their respective interests. The list of successes is endless. Many efforts, unfortunately, lead only to When that happens, the various parties to the frustration. Today's communities must push conversation inevitably find that they do ahead despite the obstacles to design and indeed have shared goals—no one wants implement successful programs. And they their kids shot in the street, everyone wants are doing it. decent schools, and so forth. Obviously they won't agree on everything, and it will take Today the wave of innovation covers patience, goodwill, and mutual trust to arrive virtually every field of social problem at shared objectives—the things all groups solving, from prenatal care to job training, want very much and can only achieve by from parental education to dropout collaborating. prevention, from affordable housing to community-oriented policing. These As a by-product of such conversation, the grassroots movements could not have diverse participants discover that they share achieved the momentum they have without not only some common goals but also some the sometimes painful lessons of the 1960s common values—and it is useful for them to and the experimentation of the 1970s and talk explicitly about those values. 1980s. Every community in America, urban or However, the list of ailments afflicting the rural, could benefit by carrying through a city today omits the chief problem; the process of self-assessment leading to action. inability to think or act as a community. In Citizens can ask themselves what kind of seeking to solve its problems, the city finds community they want their city to be in, let itself hopelessly fragmented. Even the us say, the year 2015. Then they can identify municipal agencies of government may be what problems must be solved, and in what out of touch with one another. Corporations, order of priority, in order to create such a unions, neighborhood leaders, community. We have enough successful environmentalists, and others have examples of self-assessment that we have conflicting goals. The city flounders. been able in this publication to suggest appropriate steps. The groups in conflict are often quite unused to rational dialogue. All too often they don't If such a movement were to sweep the know or understand one another, cannot country, it would have a powerful, communicate effectively, and have sharply energizing effect on local governments. It differing views of reality. would heighten the civic consciousness of citizens everywhere. And, in a time when

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EPILOGUE - RENEWING YOUR COMMUNITY local initiative is certain to be increasingly been one of continuous renewal by streams important, it would prepare a new of newcomers. generation of leaders to see us through the next century and the next millennium. If we are to accomplish the difficult tasks before us today, there will have to be an A RESURGENCE OF SPIRIT extraordinary resurgence of spirit on the part of individual communities, a fierce How can communities be awakened to a commitment to the common good, a new sense of purpose, a new vision and a willingness to sacrifice. If we don't have it in new resolve? us to respond, social disintegration awaits. We must celebrate our obligations to one or A movement to wake up America's another and to the society that guards our communities cannot depend on one freedom. We must make responsibility our powerful, charismatic leader to rouse the watchword. We must redefine patriots as masses. Such a movement requires leaders men and women who tackle the problems, dispersed through all segments and all levels resolve the conflicts, and renew the values of society and an even greater number of of their communities. vital and responsible citizens who don't necessarily think of themselves as "leaders" Obviously, we face problems on a much but are in fact sharing leadership tasks. broader stage—the world stage. But Local effort and local responsibility are individuals who represent countries overseas crucial. know that social disintegration at home undermines one's capacity for leadership Periodically throughout U.S. history "the abroad. If the spirit is faltering, the hand folks out there," far from power but close to cannot be steady. the good earth, have shown a capacity to move the nation. This is such a time. The The present challenge is smaller in scale next America will be forged "out there" in then the fierce demands of World War II but America's communities. conceivably more dangerous. External enemies are more readily responded to. All segments of the society must be Most civilizations die from within, involved—all religious and ethnic groups, conquered by traitors within the heart—loss the professions, government, the nonprofit of belief, corruption, erosion of control, and world, business, labor, education, and so on. disintegration of shared purposes. Everyone must help. And in the same spirit, I believe that individual communities will the benefits must be widely shared. No one welcome a new burst of commitment. The can be left out. old spirit is still there—buried, perhaps, but waiting for a wake-up call to lift us out of Whether you are an Asian immigrant our sourness and self-doubt. seeking citizenship, a Hispanic pursuing upward mobility, an African American We have it in us to create communities fighting for racial justice, a descendant of committed to deeply held values, shared earlier immigrant groups (including purposes, economic vitality, self-renewal, Mayflower passengers), or a native and the release of human possibilities; American whose ancestors arrived before communities that have mastered within their recorded history, you have a stake in the own boundaries the secret of wholeness, well-being of this society. Our tradition has

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EPILOGUE - RENEWING YOUR COMMUNITY incorporating diversity and helping others accommodate it as well.

Nothing good can issue from the negativism of the general public today—nothing. I don't believe that individuals even like themselves in that frame of mind. We are a positive-minded people. We always have been. We're sick and tired of being sick and tired. Let's return the style and spirit that suit us best.

Let's tell people that there is hope. Let's tell them there's a role for everyone. We can save the family and the children. We know how. We can demand and get accountable government. We can counter the mean-spirited divisiveness that undermines positive action. We can generate shared values. We can release human talent and energy and renew our institutions.

Now is the time to reach within ourselves, each to his or her deepest reservoirs of faith and hope. Let's say to everyone who will listen:

"Lend a hand—out of concern for your community, out of love for our dear country, out of the depths of whatever faith you hold. Lend a hand."

As a people we are capable of laxity and self-indulgence. We are also capable of greatness. We have tremendous resources of strength and spirit—but we need to strike a spark to release that spirit. The time has come

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Wallis, A.D. NIMBYS, LULUS, and NOPES: Regional Approaches to Siting Conflicts. Boulder, CO: Conflict Resolution Consortium, University of Colorado, 1992.

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ABOUT THE NATIONAL CIVIC LEAGUE STRENGTHENING CITIZEN DEMOCRACY BY TRANSFORMING DEMOCRATIC INSTITUTIONS AMERICA’S CHALLENGE n NCL aligns communities involved in As our country prepares to enter a new and civic renewal in order for them to more complex century, we Americans are learn from and support each other. The th convinced that citizens need to act in 106 National Conference on partnership with each other and our Governance will be held in government in order to have more control November 2000, to explore youth, over our common future. Yet, many citizens civic engagement and technology. are deeply frustrated because they often find NCL's Alliance for National their democratic institutions unresponsive to Renewal supports more than 300 this need. They see political systems national and local partners as they undermined by entrenched power, money and promote cross-sector collaboration. special interests. NCL's web page, publications and products provide resources and NCL’S VISION research spotlighting cutting-edge innovation and trends. NCL works The National Civic League, the United with federal and state agencies, as well States' oldest organization advocating for the as foundations, to convene multi-site issues of community democracy, envisions a community building initiatives. country where citizens are actively engaged in the process of self-governance and work in n NCL fosters innovation in community partnership with the public, private and non- building and political reform by profit sectors of society, and where citizens identifying best practices and are creating active civic culture reflective of conducting applied research. NCL's the diversity of community voices. New Politics Program is documenting reform happening at the local level and assisting grassroots leaders with information and NCL’S STRATEGIES convenings. NCL is exploring the means to overcome voter anger, n NCL assists communities engaged in civic renewal by strengthening their impediments to voter participation and capacity for collaborative problem disincentives to voting. NCL solving. Through Community advocates re-examining the entire Services and the Partnership for political system and considering all Community Problem Solving, NCL serious reform. is providing technical assistance, training and diagnostic tools for n NCL assists state and local citizens to assess the civic health of government to increase their their community. Technical assistance effectiveness by developing includes strategic planning, visioning, responsive partnerships with citizens. and facilitation. Tools include the Through training, technical assistance, Civic Index-Measuring Your historically important publications, Community’s Civic Health, the such as the Model City Charter, the Community Collaborative Wellness Model County Charter, the National Tool, and Building Civic Capital. Civic Review, and newer publications-

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the Civic Index and the Civic Capital America City Award, now in its 51st Assessment Tool-NCL is helping year, annually recognizes 10 government work better with citizens communities for their cross sector and other sectors. collaboration and achievements. To apply, see the application on NCL’s n NCL recognizes and celebrates website, or call to request an communities that cooperatively tackle application. Stories of finalists and challenges, bring together diverse All-America Cities are also available voices, and achieve results. The All- via the website.

JOIN THE NATIONAL CIVIC LEAGUE

Access a broad network of community, business, non-profit and government leaders committed to strong communities through citizen democracy. Use the website to join, or call for a membership form.

CONTACT NCL

National Headquarters 1445 Market Street, Suite 300 Denver, Colorado 80202 303-571-4343 fax 303-571-4404 e-mail [email protected]

Washington, D.C. Office 1319 F Street NW, Suite 204 Washington, D.C. 20004 202-783-2961 fax 202-347-2161 e-mail [email protected]

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