VISIONS 86 Do-It Yourself Kit

[This is the text from the VISIONS 86 Do It Yourself Kit produced by Chattanooga Venture in 1986.]

VISIONS 86

YOU CAN DO IT TOO!

All across America, communities are rediscovering the power of public participation. Indianapolis, Indiana; San Antonio, Texas; Gaston County, North Carolina; Tuscon, Arizona and many others have found unique ways to involve their citizens in dealing with tough issues, setting visionary goals, and then pulling together to build a better community.

Cities, towns and counties have found that public participation does more than just contribute to civic peace and harmony — it sparks public imagination, promotes a better community self-image and creates the momentum needed to move ahead and get the job done. With increased citizen involvement, many communities suddenly find the confidence and resources needed to accomplish difficult tasks which have been sitting motionless on the public agenda for decades.

In past years, Chattanooga tried everything from neighborhood City Commission Meetings to a “Rolling City Hall” (an old school bus staffed by the Mayor’s office). Even such extraordinary efforts to take government to the people met with only limited success.

Finally, in 1984 a plan was drawn up for an elaborate, totally public, community-wide planning program called Vision 2000. The plan called for meetings on neutral ground (the campus of the university) and each meeting was structured so that everyone who attended would have an opportunity to be heard.

Over a 20 week period beginning in October, 1984, and ending in February, 1985, over 1000 citizens of the Chattanooga participated in 32 meetings and produced a broad array of civic goals.

The expressed purpose of the undertaking was to “turn talk into action” and the energy and enthusiasm process did, in fact, enable the community to focus its efforts and make great strides toward achieving the most of the important objectives.

There is a new spirit in Chattanooga and Hamilton County, and we want to share it with all of Tennessee.

We’re proud that Governor Alexander asked us to demonstrate how Homecoming '86 can be used to set the stage for all of Tennessee’s “3000 places called home” to establish community visions and create public consensus to make those visions reality.

A Conference On Utilizing Community Assets

Chattanooga Venture • 606 Georgia Avenue • Chattanooga, TN 37402 615-267-8687

JUST THE BASICS

It’s really quite simple.

Chattanooga’s Vision 2000 Program was a admittedly a complex process. Still, in all of its elaborate organizational and rigorous logistical detail, it determined that there are really just a few basic elements which are needed for success:

1. SPACE

2. SUPPLIES

3. STRUCTURE

4. SOJOURNERS

SPACE

The location for a Vision Meeting should be comfortable, easily accessible, well known and considered “community property” by all segments of local population. Most buildings such city libraries and schools (if racially and socially integrated) are good candidates. Churches, private homes and other places where some part of the local population might out feel of place or unwelcome should not be used as the site for such meetings.

The space should accommodate the entire number expected to attend. The participants will first meet collectively in a single “General Session" gathering and then break into smaller discussion groups of 8 to 12. Don’t select a room that is too large or set up too many chairs — is very discouraging to be among a very small number of people to be in a space that appears to have been prepared for many more. For the discussion groups, it is desirable to have tables, if available. Assembling the discussion groups around individual cafeteria tables is an ideal arrangement.

SUPPLIES

This is inexpensive process. All that you really need is:

1. Large sheets of paper — newsprint (better yet) cut sheets of long pieces from roll of white butcher paper.

2. Felt-tip pens — multicolors (blue, green, brown, red) — one set for each anticipated discussion group.

3. Drafting tape or push pins — to hold the large sheets of paper on the walls.

4. Refreshments — at least coffee.

STRUCTURE

Perhaps the most important part part the whole undertaking is structure — everything be carefully scheduled and timed. Those who attend from the public should be told what to expect, when expect it and a and specific time for adjournment. People appreciate structure – and they especially like to when they’ll home.

The Vision is process is variation of the “nominal group” — a well known technique. You might wish to attempt your own procedure, but the basic Vision meeting goes like this:

1. General Session — Everybody meets together, gets instruction and inspiration from the moderator and hears the question for the evening.

2. Discussion Groups — In smaller gatherings of 8 to 12 (led by a facilitator), discussion proceeds in an orderly fashion around the table until everyone until everyone has had an opportunity to share his/her best ideas. Then the various ideas are discussed and clarified, and finally ranked.

3. Summary Session — The collective group reconvenes and the highest ranking ideas from each discussion group are compared.

A sample “flow of meeting” time line is included in this kit as a guide in preparing your own vision project.

Prior to embarking vision project, the planners should establish a calendar and pick a date for every meeting. Generally meetings should be confined to Mondays, Tuesdays and Thursdays. Winter is better than summer for such programs, but avoid Christmas, Bowl games, and other major conflicts.

In addition to the calendar, each meeting should be planned to the extent that timed agenda has been prepared.

The calendar and meeting agendas should be used in publicizing the planned program.

People appreciate structure.

SOJOURNERS

Websters defines sojourn as a “temporary stay”. A successful vision project requires “sojourners” — people willing to devote a considerable amount of energy and time temporary basis for the public good.

Three types of sojourners are required:

1. Moderator(s) — Someone must explain the process, outline the purpose of the meeting, set the ground rules, establish the timing, inspire serious attention to the task at hand and –finally — read the vision question… setting the process in motion.

2. Facilitator(s) - No one has a more important or more difficult job than those who volunteer (or are recruited) to manage the discussion groups. Here, the real work of the process is undertaken.

Facilitators must be individuals who are willing to listen and who sill not attempt to force their own opinions on others. They must remain neutral as the issues are presented and discussed by the participants. They must prod those who will not talk and diplomatically cut off those who will not stop talking.

Depending the subject, facilitators might be recruited from the ranks of education, personnel administration, business management and any type of counseling. Known zealots from any field should be avoided.

The facilitator’s job is to manage the process around the discussion group table. Facilitators must keep the process friendly and fast paced.

The orderly process of moving around the table — allowing everyone to speak; then promoting spirited discussion of the options without allowing personalities to clash; and finally completing the ranking process on schedule; the are the tasks of the facilitator.

3. Participants — Anyone who is hopeful for a better community and willing to share their constructive ideas should be encouraged to attend.

To promote attendance, the local media must be enlisted in the effort very early and kept fully informed. Also, must be process must be fun and invigorating. Prior to and during the process, the community should blanketed colorful posters, and literally showered with information on the issues at stake.

Everyone likes part be of a movement. Even if all the media coverage and other “hype” seems like overkill, don’t neglect to send personal invitations everyone can be who identified as a good candidate for the process.

What’s a good crowd?

Smaller communities: 25-30

Larger cities: 85-100

Optimism is infectious. Just few fired up, positive people can turn a whole community around.

ORGANIZING THE ISSUES

The issue upon which a community must make decisions can be broken down into a number of categories. Among the most common are those used by public sector planners:

Transportation
Housing
Economy
Population
etc.-

After considerable discussion, the group that planned Chattanooga’s Vision 2000 determined a better system for organizing community issues in a way which avoids tired old ways of thinking and allows for greater use of imagination. It was determined that everything involving a community can be distributed among categories:

1. PEOPLE
2. PLACES
3. WORK
4. PLAY
5. GOVERNMENT
6. FUTURE ALTERNATIVES

For best results, it is suggested that a separate meeting be organized for each category. Accordingly, a minimum vision series will consist of at least six meetings. Later meetings (if desired) can be devoted to merging of ideas and refinement of and refinement of details.

The six categories are amplified and more and clearly defined in the "Vision Question.”

THE SINGLE MOST IMPORTANT POINT

Midway in Chattanooga’s Vision process — when the success was apparent — one of the participants remarked to the organizers that the most impressive part of the whole exercise was

“When I said something, someone wrote it down."

Whatever you do, make sure that you do this one thing well. Facilitators must be scupulous scribes — writing down exactly what is said in the participants own words. Sometimes a participant goes on too long. In such cases, the facilitator can either ask participant restate his/her comment — making it shorter and more concise – or, the participant might allowed to write his own comment the wall sheet.

In either case, the recorded comments should be in the participants’ own words — grammatical errors and all.

And when the event is over, it’s best to type it all up — just as it appear on the wall sheets — and send a transcript to every participant.

After evaluating theo whole process, it seem that the magic of public participation lies in two simple principles:

1. Every participant gets to speak.
2. When a participant speaks, someone writes it down.

That’s it! Best Wishes for a success.

[signed “Chattanooga Venture”]

THE VISION QUESTION

Tonight we are here to focus on the future, to identify the issues that we as a community will face in the coming years, and to begin to make the choices that will determine what type of community we will become in the next century.

The year 2000 is only 14 years from now. Think about yourself and your family. Think about your home and your neighborhood. What will things be like in 14 years? (How old will you and your children be?)

Think about the schools, stores and factories in your community. Now think 14 years into the future. What will these familiar surroundings be like?

Be very quiet and very still for a moment. Think about the next 14 years and list the critical needs that must be addressed regarding: (choose one)

[icon] PEOPLE:
Human Resources - Living and Learning — issues addressing human needs in the community.

[icon] PLACES:
Our Environment - Preserving and Developing – issues affecting the preservation and development of our natural and built environment.

[icon] WORK:
The Economy — Growing and Changing — issues concerning economic development and the creation of new jobs.

[icon] PLAY:
Leisure/Recreation/the Arts - Enjoying and Doing – issues dealing with the way we spend our leisure time, including the arts, sports and recreation.

[icon] GOVERNMENT:
Public resources - Leading and Serving — issues regarding the management of resources and the delivery of services.

[icon] FUTURE ALTERNATIVES:
Pathways to Progress - Choosing and Planning – issues dealing with strengthening identity as a community and redefining the future based on that identity.

[picture of people sitting around a table while a man writes on a large sheet of paper on the wall]

“When I said something, someone wrote it down.”

A Discussion Group At Work.

In smaller gatherings of 8 to 12 (led by a facilitator), discussion proceeds in an orderly fashion around the table until everyone has had an opportunity to share his/her best ideas. Then the various ideas are discussed and clarified, and finally ranked.

[VISIONS 86 logo]

Photo by
John William Conigli

A Conference On Utilizing Community Assets
VISIONS 86 [logo]

RATING SHEET

[columns] item number description points

[rows]

_ _ 5

_ _ 4

_ _ 3

_ _ 2

_ _ 1

TYPICAL TIME LINE:

THE FLOW OF THE MEETING

TIMING [column]

Before Meeting

1. Facilitators arrive 30 minutes prior to meeting starting time to get acquainted with the layout of the room and to meet with other facilitators and go over the evening program.

2. Facilitators check on the supplies to be used in the meeting, e.g. newsprint sheets, felt tip pens, cards, etc.

7:00 P.M.
Beginning. Introduction
(10 Min.)

3. The Moderator opens the meeting with a cordial and warm statement on why we are here and on what is expected the participants. States the importance of each member’s contribution, and defines the purpose of their ideas and suggestions. He also provides an overview of the Vision project.

4. Moderator introduces the process and reviews the steps of the meeting. He checks to be sure everybody signed in; states the length of the meeting and invites everyone to participate in subsequent meetings and events.

STEP 1
(10 Min.)

SILENT GENERATION OF IDEAS.

5. Moderator reads the Vision question. He illustrates the level of abstraction with and example and avoids requests for clarification the contents of question. He asks the group to write ideas in brief phrases and statements, and requests that there be no talking during this time.

Moving to Tables.
(5 Min.)

Moderator assigns table numbers to participants. Participants move to assigned table and are met by table Facilitators.

Page Two

STEP 2
(25 Min.)

ROUND ROBIN RECORDING OF IDEAS.

7. At the table, the facilitator provides clear instructions concerning the step. He will:

• indicate that the objective of the step is to map the group’s thinking;

• explain need to present ideas concisely;

• explain process of taking one idea from each participant;

• explain that an individual may pass when he has no further ideas but may reenter later;

• express the desirability of adding new ideas even it not written on the worksheet;

• explain inappropriateness of discussion prior to completion of listing.

The Facilitator asks that each participant review the list important needs that was just prepared during the silent generation of ideas. Each participant is to select the need which he/she considers to be most significant.

The Facilitator then moves around the table, asking each participant to offer one item for the master list or the wall. Each item is numbered and alternating colors of pens are used to keep the comments visually separated. The objective is to list about 15-20 significant needs. about twice around the discussion group table.

STEP 3
(30 Min.)

GROUP DISCUSSION OF LIST FOR CLARIFICATION.

8. Facilitator defines the purpose of the step which is to clarify the meaning of the items on the list and for participants to explain reasons for agreement or disagreement. Facilitator also paces the group so that each idea receives adequate time and avoids making the member who originally listed an idea be solely responsible for clarifying or supporting it.

STEP 4
(10 Min.)

RANKING OF ITEMS.

9. Without further discussion the ranking of the item on the master list begins. In the kit of each participant there is card which has ranking numbers printed on it. The Facilitator instructs participants to identify, by name and by number, the item believed to be most critical to addressing the issue at hand and to write that item on the line marked 5. He then asks participants to list on the line marked 4 the second most important item. The process of ranking proceeds through the fifth item in order of importance (which receives one point).

10. When all members have ranked their priorities, group Facilitator collects the ranking cards from member, tabulates the results and shares the results with the group.

Coffee Break
(10 Min.)

Facilitators display all group listings and lists of priorities generated at each table. The list of priorities should be compiled in red ink for added visibility.

ENDING
(20-40 Min.)

The group re-assembles. The Moderator, aided by the Facilitators, compares the ranked lists of most critical needs. Duplications are merged and effort is focused on achieving group consensus on a single list of critical needs. If consensus appears unlikely, go through the ranking once again using only the items on the merged list of high priority needs from the discussion groups.

(5-10 Min.)

12. The Moderator gives a summary of the evenings asks participants to join task forces to address highest ranking needs. Volunteers sign-up.

9:30 P.M. +

ADJOURN