Our Community Heart & Soul approach to planning asks folks to ask each other, “What matters most?” because we believe in the power of shared values to shape better futures. When enough people agree on the qualities of their town they care most about, everyone is better connected with each other and the community. Those strengthened ties inspire people to work together to protect and enhance what they care about. We know, because we have seen it happen.
We’ve been along for the ride as places like Polson, Montana discovered their shared commitment to a natural environment and a healthy, active lifestyle. In Colorado’s North Fork Valley, residents identified freedom, independence and personal responsibility as a key community value. Essex, Vermont’s six core values include thoughtful growth and community connections. The content may differ from place to place, but we know first hand that the positive impact on social cohesion of defining and describing shared values is universal.
Agreed-upon shared values help bind people together, and there are many, many ways that communities can uphold them to build stronger and more vibrant places. But all communities face the same challenge: They only have so much money, so much time, so many people offering their skills. With increasingly limited resources, how can communities make choices about what actions are most important?
Here are five tips for using community values to help make decisions based on what matters most:
As students returned to school this fall, I began to notice things were just a little bit different.
There were all the usual signs of school starting up: sidewalks lined with young walkers, streets sprinkled with bikers, baseball hats turned backwards, colorful backpacks, glittery hair ribbons and flashy footwear.
Children not quite school-aged were walking with their older siblings, anxiously waiting for the day when it will be their turn to have a backpack over their shoulders. Flowers were blooming at school entrances, and inside, freshly waxed floors shined.
Yet something still seemed just a little bit different.More
Storytelling has caught on as a means of social change and civic engagement in the last five to ten years, and has been a popular practice for, well, pretty much forever. Consider the use of slave narratives in the US abolitionist movement, or popular theater performed from early on in the farmworker movement.
Anyone reading this blog has probably thought about how stories can motivate people to volunteer or donate money; a personal narrative tugs at your heart and compels you to help out.
Perhaps less obvious are other applications of storytelling that change the way people interact within communities: to assess a community’s needs and strengths (Orton’s Heart & Soul is a great example); to organize people in a group (consider Marshall Ganz’s “Public Narrative” method, adapted by the 2008 Obama campaign); to educate the public (such as Voice of Witness does with human rights); or to advocate a cause (examples include the grantees of the Health Media Initiative of the Open Society Foundation).More
On August 28, 2011, US Route 100 leading into the mountain town of Rochester, Vermont simply ended. And so did every other road leading in and out of town. That was the day Tropical Storm Irene washed away roads and bridges and homes throughout the region, leaving 13 towns cut off from the outside world. It was hours before anyone managed to get in or out of Rochester, and even then only by ATV and on foot. It was days before most people could communicate with anyone outside of town. It was weeks before power was restored and roads were passable to anyone other than emergency crews.
This is the third in a four-part series adapted from the book Slow Democracy: Rediscovering Community, Bringing Decision Making Back Home by Susan Clark and Woden Teachout (Chelsea Green, 2012).
The scene at the public hearing is all too familiar. A tired-looking panel sits in front of the auditorium at a table cluttered with documents and microphones; although the room is full of chairs, most are empty. Citizen questions and discussion are not encouraged, testimony is polarized and tempers flare.
The “public hearing” is one of the most-used citizen participation processes in the United States, with many local and state governments legally mandated to use it. But leaders and citizens are often frustrated by the format.
While originally devised to improve participation, hearings are too often framed as contests between points of view. They’re not structured to seek common ground or collaboration, and occur too late in a process to be taken seriously.More
CommunityMatters®, a partnership of seven national organizations including Orton, share the belief that people have the power to solve their community’s problems and direct future growth and change.
As leaders in the fields of civic engagement and community and economic development, the partners believe that by strengthening civic infrastructure, communities can become more prosperous, vibrant places to live.
Why is civic infrastructure key? Because, like the physical infrastructure that supports a community’s built environment, civic infrastructure supports the social sphere. It consists of the opportunities, activities and arenas, both online and face-to-face, that allow people to connect with each other, solve problems, make decisions and celebrate community.More
This is the second in a four-part series adapted from the book Slow Democracy: Rediscovering Community, Bringing Decision Making Back Home by Susan Clark and Woden Teachout (Chelsea Green, 2012).
A great example of “outside-the-box” thinking actually comes in a box.
In Essex, Vermont, “Essex Heart & Soul” is working to engage the community in dialogue about the future.
Rather than beg busy residents to attend yet another 7 p.m. meeting, leaders brought the conversation to living rooms and other gathering places across the community with—you guessed it—a “Meeting in a Box.”
It’s an actual box full of printed materials: a discussion guide, priority-setting tools, clipboards, nametags, and more.More
This is the third post in a series that shows how our nine Heart & Soul Principles are coming to life on the ground in small towns across the country.
Principle 3. Build Community—Build trust, seek common ground and encourage civil dialogue. Strive for a community where people listen to each other, understand each other, and embrace differences.
As Damariscotta, Maine’s Heart & Soul project was getting underway back in 2008, native Buzz Pinkham was invited to an event aimed at gathering community feedback on shaping the future of his town.
“When I was originally asked to be part of the process,” says Buzz, “I gave the regular native answer: ‘I don’t have time for that.’”
“Then I got a thing in the mail and it had all the names of people who did have time, and a lot of those people I didn’t recognize. I said, ‘There aren’t any natives in there…and these people are going to decide the future of this town? I can’t have that.’ And so I went to the next meeting.”More