Is “Bowling Alone” Still Relevant?

This post is shared from the blog of supporting NCDD supporting member and professor of Citizenship & Public Affairs in Boston, Dr. Peter Levine. Peter recently wrote a reflection on the debate inspired by the now classic Robert Putnam work Bowling Alone, and whether or not it is still relevant after nearly 20 years. We encourage you to read Peter’s thoughts below or find the original post at www.peterlevine.ws/?p=13329.


Bowling Alone after (almost) 20 years

Robert Putnam published “Bowling Alone” in the Journal of Democracy, vol. 6, no. 1, January 1995. By September 25 of the same year, he was in People Magazine (smoking a pipe, standing alone in bowling shoes on a New Hampshire bowling alley). “We’ve become disconnected,” he said in the article, and “I think it’s at the root of all other problems.”

“Bowling Alone” has altered my own trajectory. It led to the National Commission on Civic Renewal, of which I was deputy director. The Commission called for a research center on youth engagement–noting the evidence, cited in Putnam’s original article, that the decline in social connectedness had been generational. That center is CIRCLE; I still direct it nearly 20 years later.

The original article quickly provoked a debate, with empirical and theoretical contributions. At the time, I thought one of the strongest counterarguments was in Jean Cohen’s 1999 chapter “American Civil Society Talk.” I am teaching Cohen this week, along with Putnam’s “Community-Based Social Capital and Educational Performance” (2001), which I take to be a more advanced version of the “Bowling Alone” argument.

In essence, Putnam argued that membership generated trust and reciprocity, which had  good outcomes for individuals and societies. A bowling league was a good example of voluntary membership. Shrinking bowling leagues would be a sign of decline if that exemplified a broader trend.

Drawing on Habermas, Gramsci, and various liberal thinkers, Cohen argued that laws or norms of free speech, free association, and deliberation yield certain kinds of associations that generate politically relevant discourse. That discourse produces better and more legitimate government. Bowling leagues are poor examples of civil society for Cohen because they do not involve political discourse. Unions, social movements, and advocacy groups would be better examples.

Cohen objects to the whole “decline” narrative. For Putnam, Baby Boomers were responsible for decline because their levels of associational membership fell. For Cohen, they were impressive because “they created the first environmental movement since the turn of the century, public health movements, grassroots activism and community organizing, the most important feminist movement since the pre-World War II period, the civil rights movement, and innumerable transnational nongovernmental organizations and civic movements–all of which have led to unprecedented advances in rights and social justice.” She ends: “we must drop the rhetoric of civic and moral decline.”

The debate is partly about method. Putnam finds strong empirical links between composites of membership, trust, turnout, following the news, etc. He tweaks his empirical model until it provides the best prediction of desirable social outcomes. He calls the composite measure “social capital” and offers theoretical reasons for its benefits.

Cohen, however, wants to disaggregate the various components that Putnam combines because she sees some as good and others as bad, from the perspective of left-liberal political theory. She is not interested whether social trust correlates with membership, or whether membership predicts trust in government. She sees membership in discursive associations as desirable, but trust in government as problematic. She also claims that Putnam omits important measures from his explanatory model. He should consider variation in legal rights, for example. (This part of her critique seems a bit unfair considering the methodology of Making Democracy Work.)

I think Cohen scores some valid points, but nearly 20 years later, I find myself increasingly sympathetic to Putnam. The reason is our political situation now. Cohen recognizes that the model of a liberal public sphere is far from perfect, but her argument depends on its potential. We must have reason to hope that free speech and democracy will allow people to form associations that generate reasonable public discourse and hold the government and market to account. Her positive portrayal of the Boomers rests on their success. They achieved “unprecedented advances in rights and social justice.”

But those advances have thoroughly stalled since 1999. We still have the legal framework that permits free association and free speech, but people are not using it very effectively. There are many reasons for that, but I think one is a declining capacity to associate. It now looks  as if the great social upheavals of 1955-1975 rested on a general culture of joining associations and norms of social solidarity. Those have eroded–probably not because of the social movements of the 1960s, but for other reasons, including economic change. The result is a civil society that has great difficulty generating the kinds of political movements that Cohen rightly values. Putnam looks prescient in noting the decline in the groundwork of effective political action.

Betty Knighton Interview from Kettering

Our friends at the Kettering Foundation, a long-time NCDD organizational member, recently shared a great interview on their blog with Betty Knighton (also a member) that we found to be quite insightful. Betty is an accomplished public engagement professional in W. Virginia whose experience we can all learn from, so we encourage you to read the interview below, or find the original post at www.kettering.org/kfnews/betty-knighton.


kf You can learn a lot about an organization by who they learn from. One of the folks Kettering has learned the most from is Betty Knighton of Charleston, West Virginia. Betty is a master of citizen engagement, someone who’s figured out how to work with communities around her state. But unlike many folks with a supersized talent, she also has the even rarer ability of being able to tell you how she does what she does. If you haven’t had the pleasure of meeting Betty, either at one of Kettering’s many learning exchanges or in West Virginia, here are some of Betty’s unique insights into community engagement – in her own words.

Since 1998, Betty has run the West Virginia Center for Civic Life. The center, which functions as an impartial organization supporting public engagement on tough issues in West Virginia, believes in the motto of National Issues Forums: “Understand. Decide. Act.” Three simple words, yet many lament we rarely see this attention to public issues any more. The poor state of public discourse in many communities around the country makes her work all the more admirable and worthy of discussion. And like many people Kettering works with, Betty doesn’t fit the stereotypical public engagement personality: she isn’t an elected official, she’s not trained professionally in public administration, nor does she have a degree in political science. Betty is a former high school English teacher who was working at the West Virginia Humanities Council on a literature discussion program for teachers when she became interested in National Issues Forums. Through the council, she began to form a statewide coalition of partnering organizations to help West Virginians talk and work together on issues facing the state. Eventually, their work grew into the creation of a nonprofit, freestanding organization, the West Virginia Center for Civic Life.

Jack Becker: Can you talk about a current issue you’re working on?

Betty Knighton: We’re currently working on a project about the economic future of West Virginia. Like so many states in rapid economic change these days, West Virginia is struggling to find ways to move forward on many fronts. There are conflicting ideas in some of these areas, especially in how the state should use its natural resources. For us to be useful to the state and to communities, we’re focusing on identifying conflicting perspectives and helping community’s frame those perspectives into constructive conversations.

When we work with West Virginians to frame issues, we’re really engaging in a conversation with people about how they see the problem. The framing of the issue has to represent different points of view in order to help communities have a comprehensive discussion that leads to productive decisions. The framing of these discussions is integral to the integrity of the entire process. If the issue framework sidelines an entire group of people, it won’t help the state move forward in the way it needs.

We’ve also seen how important it is that the organizers of community discussions come from different sectors – nonprofits, faith groups, government agencies, educational groups, the private sector. Not only does this kind of coalition underscore the openness of the process, but also it allows working relationships to develop that will have a major impact as communities move from dialogue to action.

A big part of what you’re doing, then, is identifying when and where people come together, and sometimes catalyzing opportunities for that to happen. A lot of people are thinking about this as “civic infrastructure.” What are your thoughts on that?

While most communities don’t use the term “civic infrastructure,” those that are most intentional in building opportunities for people to talk and work together are actually thinking a great deal about what civic infrastructure entails. Recently, we’ve been working with several communities as they are identifying the existing connections and relationships in their areas.

They are asking themselves: Where do conversations occur naturally in our community? Or, what kind of informal relationships do we have that help our community move forward? People often have to think hard and dig deep to uncover what is happening in their communities since so much of it is outside formal processes and spaces. Everybody, from the mayor to any citizen, knows something about the civic infrastructure in his or her community. At the same time, nobody knows everything. The work community members are doing to “map” what is happening around them is increasing opportunities for connected work and for stronger relationships to carry that work forward.

Some communities have developed ongoing spaces for community conversations. Huntington has a weekly process they call Chat ‘n Chew – open to everyone – as a time Huntington residents can come together, talk about local needs, and often, to work to address the needs they’ve identified. During Chat ‘n Chews, they are also enjoying a social time together and building a more connected community in the process.

Many communities in our state are doing this, often at cafés or restaurants, over breakfast, lunch or dinner. What’s special here is that many people are intentionally building habits of coming together and to talk about issues. While these initiatives are all locally organized, we try to learn about what’s happening so we can share their practices with other communities in West Virginia.

So I’m hearing that there’s a bit of a tension between rapid response dialogue and the more long-term work of building civic infrastructure. Is that right?

In many cases, we’re seeing that communities that have been the most intentional about building – or surfacing – connections are the ones that are most equipped to respond to public issues. It won’t necessarily be done quickly; most of these issues are complex and difficult. But communities that have an informal infrastructure to support public framing of issues and productive dialogues are starting several steps ahead.

When we work with communities, we try to help them build on the capacity they already have. Sometimes, people think they have to have a great deal of professional expertise and training before they can bring the community together for a conversation. While certain skills are very helpful for these community moderators and conveners, most often, it’s a matter of redirecting the skills they already have into a new, more public purpose.

The language I hear you speaking is that of assets. Similar to what John McKnight and the Asset-Based Community Development Institute has worked on for years, you’re saying that focusing on a community’s assets rather than deficits can facilitate better problem solving?

Communities do have infrastructures and capacities; they just don’t always recognize them. In our work with communities, and especially in our current work on the economic future of the state, we are working with communities to build on existing assets rather than to develop a list of deficits. It’s important for people to understand the severity of problems, though. For example, many West Virginians’ eyes were opened to the severity of the state’s prescription drug abuse problem in the 120 community dialogues that have been held around the state. Fortunately, they also learned about much good work that was underway, and they were able to build on that and set directions for new work to fill the many gaps.

How does the infrastructure that supports dialogue impact the move to action?

We’ve seen that the strong community connections that support deep and broad public dialogue are the key indicator of whether community actions will evolve. No matter how good the discussion is, community actions don’t just spontaneously erupt afterward. The connections and relationships that create the dialogues, coupled with the new relationships that develop during the dialogue, provide a solid infrastructure to support the hard work of planning and implementing community actions. It’s been exciting to see communities work so intentionally and with such deep insight into the importance of these connections. We’re trying our best to learn along with these communities and to share their work with others.

Sneak peek of what we’ll cover on March 5th on Slow Democracy

Susan Clark says the idea of comparing local democracy to the Slow Food movement came to her while working in her garden. And, why not? Just as many cooks and food lovers have become more intimately involved in local food production, Susan and co-author Woden Teachout saw an opportunity to help citizens sow and grow a healthier democracy in their own towns and communities. The result was their book, Slow Democracy: Rediscovering Community, Bringing Decision Making Back Home.

Susan, an NCDD Sustaining Member, will be our guest during a free online book club on Wednesday, March 5, from 2-3 Eastern (11-12 Pacific). So sign up today!

NCDD is excited to be partnering with Chelsea Green Publishing on this event, but we’d also love to hear from you ahead of time. It’ll make for a richer conversation when we all come together, so take a look at our Q&A with Susan below, see what engages you, and offer your own experiences, insights, and questions.

Susan, what does “slow democracy” look like? What are its major characteristics?

Slow democracy weaves together three key elements of local democratic decision making:

  1. Inclusion–ensuring broad, diverse public participation
  2. Deliberation–defining problems and weighing solutions through a public process, based on sound information and respectful relationships
  3. Power–defining a clear connection between citizen participation, public decisions, and action

Did you struggle with any aspect of comparing democracy to the Slow Food movement, or could you immediately embrace the whole concept?

For a time, the Slow Food movement had an elitist reputation–local arugula and artisanal goat cheese are nice if you can afford them. But they have worked hard to overcome the myth that only rich people deserve healthy food, with slow food activists organizing across the world in low-income neighborhoods, schools and prisons. They are raising awareness that each of us can share in the responsibility–and pleasure–of nourishing ourselves. In the same way, we understand that in today’s economy, a person with three jobs doesn’t have time for democratic engagement through a lot of evening meetings.

That’s why Slow Democracy focuses so heavily on creative inclusion techniques–meeting people where they are; and on power–making sure that participation is worth citizens’ precious time.

Which of your ideas might prove the most challenging for members of the D&D community?

Power is hard to talk about, and can have distasteful connotations (“power corrupts”). Many people claim they want nothing to do with it. It can be an especially troubling concept for women. Power is, perhaps, less in the forefront in a dialogue than it is in deliberative decision making. But of course, power is critical to be aware of in both dialogue and deliberation. Power might be camouflaged by terms like “influence,” “impact,” “authority,” or “control,” but whatever you call it, it is worth careful exploration.

What are the greatest obstacles facing the Slow Democracy movement?

Paradigms left over from the Industrial Revolution. For instance, that speed and efficiency are all-powerful. And that change is made from the top down… It’s interesting: On the right, the Tea Party hates big government. And the activists on the left, for instance the Occupy movement, despise big corporations. Slow Democracy worries about “big” in general. We argue that centralization and privatization are both enemies of local democracy. And the only way past them is by coming together.

What gives you hope about democracy today?

“Emergence” is the term used by systems thinkers to describe the exciting phenomenon of many local collaborations producing global patterns. In the same way that schools of fish or flocks of starlings move in sync without a leader, we’re seeing small movements adding up to meta-level patterns, fueling and informing each other like a wiki. What I loved best about writing Slow Democracy was hearing so many stories about communities putting aside worn-out labels, identifying common values, and making inspiring positive change. Getting past our old paradigms offers very hopeful possibilities.


What do you think of Susan’s book, or of her responses to our mini-interview (conducted by our board member Marla Crockett, by the way!)? What questions do you want to ask Susan on March 5th?

Group Decision Tip: Accountability

In principle, accountability is comparing expectations with actions, what we hoped would happen against what actually happened. It requires that expectations are written. It requires that actions are evaluated in light of the expectations. And there’s another requirement. When we are accountable we say out loud that things were achieved as expected or that things were not achieved as expected. We don’t ignore successes or transgressions, we account for them.

Group Decision Tips IconAccountability done right is very helpful for personal and group development. It pushes us to be thoughtful about our expectations and to learn from our shortcomings.

Accountability done wrong creates conflict, like when I publicly hold someone accountable for something that they didn’t sign up for, or when I secretly carry an expectation or a grudge. It also causes conflict when a deed goes undone that someone did sign up for but no one calls it out; no one points out that the action was out of sync with the expectation. Accountability done wrong causes resentment, confusion, and unfairness.

Practical Tip: If you want to hold someone accountable, first ensure that there is shared understanding about the expectation. Write it down. Do not judge against someone for not living up to unclear, or even imagined, expectations.

It works well when we publicly acknowledge successes of others and failures of self. When someone else achieves an expectation, notice and point it out. When you fail to achieve an expectation hold yourself accountable, be the first to notice and acknowledge the failure, and take pressure off others to do so.

Using Dialogue Then Deliberation to Transform a Warring Leadership Team

This case study is on the use of dialogue then deliberation to transform organizational cultures. The authors are John Inman (the consultant) and Tracy A. Thompson, Ph.D. a professor at University of Washington. This case study was published in OD Practitioner in the Spring of 2013. You can reach John Inman at john@johninmandialogue.com and Tracy Thompson at tracyat@uw.edu.

The new organization normal is complexity, uncertainty, and ambiguity. Old paradigms or mindsets of leadership based on positivist and linear approaches to problem solving worked well in predictable and stable contexts but they are less well-suited to address the complexity and challenges of the current world. If leaders are to create an organization that thrives in the world as it emerges, they need a different mindset, one that enables them to design and host transformative conversations (Groysberg & Slind, 2012).

Because they are rooted in constructivist and interpretive approaches targeted towards changing deep mindsets, Dialogic OD interventions (Bushe, 2009; Bushe & Marshak, 2009, Marshak & Bushe, 2009) offer an appealing means for developing leaders. We begin by discussing the importance of mindsets to OD practice, and we identify the key elements of a dialogic mindset, the kind of mindset necessary to tap into the power of conversation.

Building from methods that focus on dialogue (Bojer, Roehl, Knuth, & Magner, 2008), we identify a set of practices, what we term the dialogue then deliberation approach, which focuses on creating transformative conversations that alter mindsets and change behaviors. We illustrate how an internal OD professional used this approach to shift the mindsets of warring leaders in a business unit of a large telecommunication company, enabling them to work together more effectively. We conclude with recommendations on how to move forward with this Dialogic OD approach to changing mindsets and behaviors in organizations.

Resource Link: http://www.johninmandialogue.com/wp-content/uploads//2012/09/ODP-V45No1-Inman-Thompson.pdf

This resource was submitted by consultant and NCDD member John Inman via the Add-A-Resource form at www.ncdd.org/rc/add. John included this generous note:

I would welcome a conversation on this work any time. Please email me at john@johninmandialogue.com, visit my web site at www.johninmandialogue.com, or give me a call at 425-954-7256. I am located in the Greater Seattle area and am open to working with others.

Announcing the 2014 Taylor Willingham Fund Award Winner

We are excited to congratulate Mr. David E. McCracken on winning the 2014 award from the Taylor L. Willingham Legacy Fund , coordinated by our organizational partners at the National Issues Forums Institute. You can find out more about Taylor, her work in deliberation, and her legacy here. You can read the award announcement below or find the original here.

NIF-logoDavid E. McCracken, of North Carolina, is this year’s recipient of the Taylor L. Willingham Legacy Fund grant.

McCracken will be working with residents in Haywood County, North Carolina to name and frame local issues and then to conduct four community forums.

Biographic sketch and description of planned deliberative forums work from David E. McCracken:

David E. McCracken is a lifetime military and civil servant with extensive experience in leader development, domestic and international security, and peacekeeping training.  He served 29 years as an active US Army officer, mostly in Special Forces, and 13 years as a Department of Defense civil servant. He has been an independent consultant since 2012, and leads a discussion group, Great Decisions, in western North Carolina. The group encourages individuals to think critically about global issues facing policy makers.

He grew up and worked on a dairy farm during his youth, then graduated from the United States Military Academy at West Point and earned a Master of Public Administration degree from the University of Oklahoma. He holds post-graduate certificates from both the JFK School of Government at Harvard University and MIT Seminar XXI, and also served on the faculty of National Defense University.

His decision to request a grant from the Taylor Willingham Legacy Fund (TWLF) emanated from a question raised during his local Great Decisions discussion series last year.  Research into locating a viable information program to better inform citizens on domestic issues resulted in a dearth of available options. TWLF provided the sole source to implement a local forum focused on citizen information.  In light of the opportunities during election year 2014 at the local, state and federal levels, he has been awarded a grant to conduct multiple forums to increase awareness among citizens within Haywood County, North Carolina on topics to be generated by forum participants.  The result will enable citizens to better select representatives at national, state and local levels who align with their individual priorities.  Moreover, he plans to also conduct a youth focused, leader development track that will better educate future voters to stimulate their participation as citizens so that government ‘of the people, by the people and for the people’ shall prosper.

Click here to learn more about the Taylor L. Willingham Legacy Fund.

2014 Public Participation Interview: Lessons from Hollywood

We recently started reading a terrific interview series from the talented team at Collaborative Services on public participation lessons they have learned in the last year, and we wanted to share their insights with the NCDD community. The second interview in the series features the reflections of Corri Planck of West Hollywood’s Social Services Division, who talks about the award-winning engagement project the Division ran in 2013. You can read the interview below, or find the original on Collaborative Services’ blog by clicking here.


Taking the Study to the People:
Successful Public Participation the “WeHo” Way

collaborative services logo There’s no place like home. This is true for the residents of the vibrant and eccentric city of West Hollywood, or “WeHo” as it’s lovingly known. When the City of West Hollywood’s Social Services Division conducted its 2013 Community Study it discovered that 90% of its residents responded that they have a good or excellent quality of life. Can you say the same about the place you live?

West Hollywood is home to the Sunset Strip, Santa Monica Boulevard, and the Avenues Design District. It has a land area of less than two miles. Here you can run errands and get to and from restaurants, bars, shopping and services all without a car. It is one of California’s most walkable cities according to Walkscore.

Its population of around 35,000 is as diverse as its land uses. Its residents are known for being socially minded. They are made up of various cultures, ages, religions and sexual orientations. It is also the second most concentrated Russian-speaking region in the United States.

With a city this compact and diverse, which services are most important? That was the question. The City’s Social Services Division set out to engage, listen to and learn from its residents during its 2013 Community Study to develop recommendations for the allocation of general funds and to update the city’s demographics. The Social Services Division used creative and flexible opportunities for public participation to bring the Study to the people. This type of engagement helped the City of West Hollywood to win one of the two 2013 International Association of Public Participation USA Core Values Awards for Project of the Year.

This week we hear from Corri Planck, the Program Administrator for the City of West Hollywood’s Social Services Division. She shares with us the unique and collaborative approach to public participation that was used with the 2013 Community Study. An approach to public participation that is sure to be part of the city’s legacy.

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What is the Social Services Division’s role at the City of West Hollywood?

The Social Services Division for the City of West Hollywood has a rich and deep history of ensuring service and support for our community members. Though a collaborative funding process, the Social Services Division monitors $4.2 million annually in social services contracts.

In addition, the Division manages a variety of transit programs; develops and coordinates social and educational programming for a diverse range of issues and populations; and responds directly to constituent needs.

What findings were you hoping or expecting to gather from this year’s Community Study?

The purpose of the study was three-fold. We wanted to update our City’s demographics; develop actionable recommendations for the $4.2 million of general fund dollars allocated for social services contracts; and make sure we could continue to best understand West Hollywood and its residents.

What was your outreach approach and how early did you begin generating interest in the Community Study?

This was an exceptionally ambitious project – in its scope, in its commitment to unprecedented community engagement and certainly in its timeline. We began in January, and held our last community event in March. A preliminary summary report was issued in April, with the full, final report published in early August.

Our planning for the Community Study included a thorough outreach and communications strategy that utilized a full range of the City’s resources to get the word out. Our commitment was to consistent, constant communication.

There were the standard flyers, postcards, and posters as well as banners in our two major City parks. We crafted nine news releases on various stages of the process, placed an article in the City newsletter, worked with our Public Information Office to script a special episode of #trending, a magazine style talk show, exclusively dedicated to the Study on WeHo TV. We created a social media presence, and all printed materials were available in English, Russian and Spanish (including the survey itself). We created a special webpage dedicated to the Study that was updated throughout the process, and benefited from the e-mail signatures with the Community Study logo and hyperlink that our City staff members added to their outgoing messages.

We also relied on old-fashioned, face-to-face communication. Our Social Service staff and the City’s Human Service Commissioners visited every City Advisory Board and Commission, some more than once, during this process to keep them informed. We were able to utilize the Neighborhood Watch e-mail lists to engage residents, and did direct outreach to the West Hollywood-serving social service agencies. In addition, staff members generated multiple e-mails and phone calls to invite community members to participate in a number of the opportunities, from focus groups to stakeholder interviews to attending community meetings.

This year’s Community Study attracted a record high number of responses. Is there a single tactic or public participation event that created more interest to have the influx of new survey participants?

Our commitment to consistent and constant communication aided us across the board in increasing the level of participation.

We added pop-up workshops to this year’s process, guided by the idea of taking the public meeting to the people. We “popped up” in multiple locations throughout the City on various days and times.

Participants were able to engage in multiple activities, all designed to solicit their priorities for social services – target populations, service areas and budget priorities. It allowed people to give us their time as they chose – one of the activities could take 10 seconds, and others could engage people for 15-20 minutes. It was a really great way for us to hear from people who might not ever attend a traditional community meeting.

A pop-up workshop booth at the City of West Hollywood City Hall lobby
(Credit: PMCWorld.com)

The last Community Study was conducted in 2006. What are the most notable differences in how the Community Study was carried out between now and then?

The major difference was the addition of the community engagement activities — pop-up workshops — which took the study to the people.

Were you surprised by any of the feedback you gathered?

More than surprising, there were moments in this process that were completely inspiring, and it was absolutely affirming of the City of West Hollywood’s core values.

We found that 88% of residents rated as excellent or good the job the City is doing to provide services, and 90% rated their quality of life as excellent or good.

Last year, nearly 10,000 of our community members utilized a social service – whether it was a home-delivered meal or an HIV test or a shelter at night or an after-school program or any number of other services we provide. That’s nearly one-third of our total population.

The City’s commitment to social services is clearly a source of pride for our community members as well. The provision of social services is part of the City’s legacy and our residents feel a sense of shared ownership in this core value, in this ideal.  An email signature used by City of West Hollywood staff.

How do you plan to share the Study’s findings with the West Hollywood community?

The findings of the Community Study were put to immediate use by the Human Services Commission, our City Council and prospective partner agencies as part of the funding process for our Social Services contracts. The needs that were articulated in the Community Study process were directly addressed in that funding process – resulting in new providers, increased access to mental health services, and additional options for substance abuse services and programs.

We continue to report back to various City advisory boards and commissions, to our City staff and the Study itself has been made available to the public since it was published.

Some of the findings were just so great that we felt we should find additional, creative ways to share the info. We created a series of graphics to utilize via social media and as e-mail signatures.

What changes will you make, if any, to your next outreach campaign?

Because the City has a history of conducting these Community Studies, there are elements that will remain the same over time, primarily to ensure the consistency and validity of the comparisons over time. That said, it’s probably too early to commit to potential changes in outreach, given the speed at which technology and communications is changing. Our primary commitment, however, will remain the same – to secure the highest levels of community engagement possible.

Credit: The City of West Hollywood

What do you think is the most important act a local government can do to foster constructive public dialogue?

To foster engagement on a regular basis — provide information, ask questions, and listen. To ensure that we truly engage with our community and that we strive to do so in real, meaningful and purposeful ways.

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Thank you Corri for sharing your insights with us. Taking the Study to the people is a great way to make it easier for them to get involved.


This interview is part of a blog series from Collaborative Services, Inc. - a public outreach firm in San Diego, California that brings people together from their individual spheres and disciplines to improve communities and help people adapt to an ever-changing world. The firm uses inter-disciplinary efforts to manage and provide services in stakeholder involvement, marketing and communications, and public affairs. The firm’s award-winning services have spanned the western region of the United States from Tacoma, Washington to the Mexico Port of Entry.

We thank Collaborative Services for allowing NCDD to learn along with them, and we encourage our members to visit their blog by clicking here. You can find the original version of the above article at www.collaborativeservicesinc.wordpress.com/2014/01/24/taking-the-study-to-the-people-successful-public-participation-the-weho-way.

Earning Trust in Public Institutions

DavenportInst-logo

We recently read an interesting post on the inCommon blog run by our partners at the Davenport Institute – an NCDD organizational member – about trust’s relationship to engagement. You can read the post below or find the original here, and we also recommend you take a look at the study on trust the post refers to.

The Rand Europe Spotlight on 2013 is a bit broad, but the theme, “Building Trust in Policymaking,” is certainly relevant to civic engagement:

The relationship between citizens and public bodies relies on trust: we trust them to make good decisions on our behalf and implement them well. But public faith has been severely shaken in recent years. A global barometer of trust in institutions found that only 48 percent of people trust governments to do what is right, and that only 16 percent trust them a great deal…

The projects featured this year highlight three different ways in which policymakers can gain trust:

  • Working across boundaries to anticipate new strategic challenges.
  • Using robust methodologies to ensure that policy is grounded in sound evidence.
  • Providing effective, adaptive local delivery. (3)

Two sections are especially relevant to public servants in local government. One is “Grounding Policy in Evidence”:

Tight budgets, rising expectations and greater focus on accountability all add to the pressure on policymakers to show that their decisions are informed by sound evidence – whilst also addressing local needs, values and agendas.

But what constitutes evidence? While the tide of information increases daily, public [skepticism] of official figures is also high. Timeliness, relevance and data integrity are essential to build trust and refute the old charge of: ‘Lies, damned lies and statistics.’ (15)

The other is “Earning Trust at Delivery”:

At an individual or community level, all policy is personal. Whether policies are delivered directly by central government or local authorities, or through private or third-sector providers, good relationships are essential. Trust is created by getting the details right for successful local implementation. (23)

You can download the e-book at the Rand website here.

You can find the original version of this post at www.publicpolicy.pepperdine.edu/davenport-institute/incommon/index.php/2014/02/europe-spotlight-trust.

The Ecology of Democracy: Finding Ways to Have a Stronger Hand in Shaping Our Future

This 2014 book written by David Matthews, president of the Kettering Foundation, focuses on how to put more control in the hands of citizens when it comes to shaping the future of their communities and country. It was published by the Kettering Foundation Press.

From the Publisher:

Ecology-CoverThe Ecology of Democracy: Finding Ways to Have a Stronger Hand in Shaping Our Future is for people who care deeply about their communities and their country but worry about problems that endanger their future and that of their children. Jobs are disappearing, or the jobs people want aren’t available. Health care costs keep going up, and the system seems harder to navigate. Many worry that our schools aren’t as good as they should be. The political system is mired in hyperpolarization. Citizens feel pushed to the sidelines.

Rather than giving in to despair and cynicism, some Americans are determined to have a stronger hand in shaping their future. Suspicious of big reforms and big institutions, they are starting where they are with what they have.

This book is also for governmental and nongovernmental organizations, as well as educational institutions that are trying to engage these citizens. Their efforts aren’t stopping the steady erosion of public confidence, so they are looking for a different kind of public participation.

The work of democracy is work. Here are some ideas about how it can be done in ways that put more control in the hands of citizens and help restore the legitimacy of our institutions.

David Mathews is a husband, father, grandfather, gardener, and a member of the Clarke County Historical Society. Although a nonpartisan independent, he served as a Cabinet officer in the Ford administration (Secretary of Health, Education, and Welfare). He is a former president of the University of Alabama, where he taught history. Now president of a research organization, the Kettering Foundation, he writes books like Politics for People, which has been translated into eight languages. He doesn’t sail or ski and has no musical talents, but his dog loves him.

Table of Contents includes:

Dedication

Acknowledgements

Introducing the People Who Make Our Democracy Work

Part I. Democracy Reconsidered

1. Systemic Problems of Self-Rule

2. Struggling for a Citizen-Centered Democracy

3. The Political Ecosystem

Part II. Citizens and Communities

4. “Here, Sir, the People Govern.” Really?

5. Putting the Public Back in the Public’s Business

6. Citizens: Involved and Informed?

7. Public Deliberation and Public Judgment

8. Framing Issues to Encourage Deliberation

9. Opportunities in Communities

10. Democratic Practices

Part III. Institutions, Professionals, and the Public

11. Bridging the Great Divide

12. Experiments in Realignment and Possibilities for Experiments

Notes

Bibliography

Index

Ordering info: The book is currently available for purchase from the Kettering Foundation

Resource Link: http://kettering.org/publications/ecology-of-democracy/