A Community Guide for Organizing Discussions and Action Planning

Introduction

Overview of What’s Next, Kentucky? 3Getting the Most Out of the What’s Next Website 6People, Places, Policies and Things 8

Dialogue: What and Why?

The Value of Public Dialogue 10The Power of Deliberative Dialogue 12Coming to Public Judgment 14Naming and Framing Issues 15Dialogue to Change 16

Planning the Dialogues

The Work of the Conveners 18Tips for Creating Partnerships 19Establishing a Strong, Diverse Steering Committee 20Roles for Community Members 22A Word about Timelines 23Logistics, Tasks and Materials 24

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Spreading the Word

Do You Have Broad Representation? 26Recruit from Diverse Groups 27Recruit the Unaffiliated 28Reaching Beyond the “Choir” 29Involving Young People 30Including Media in the Coalition 31Communication Strategies 33Sample Press Release 36Sample Participant Invitation 37Sample Partner Invitation 38

Doing the Dialogues, Moving to Action

Basic Principles of Facilitating 40Asking Powerful Questions 42Facilitator Moves 43Sample Discussion Guidelines 44Discussion Sign-in Sheet 45Setting Priorities for Action 46World Café Conversations for Action Planning 47Moderator Summary 49Checklist: What To Do After Your Discussions 50

Staying in Touch and Getting Help 51

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THANK YOU for your interest in What’s Next, Kentucky?

Like you, many Kentuckians believe that the time is right for conversations that bring

people together who might not normally talk and work together, conversations that will

encourage fresh, innovative thinking and actions to emerge.

What’s Next, Kentucky? is designed to do just that— connect people who are

already working to develop strong local communities while bringing new people and

ideas into the mix.

In this community guide, you’ll find resources for organizing What’s Next discussion

series in your own communities. Please adapt them to fit your local needs.

As you move forward with your local conversations, please plan to stay in touch.

Many others around the state are working to build strong local economies, and we have

much to learn from each other.

Kentucky Network for Public Life

execdirector@kycompact.org

859-572-7614

www.whatsnextky.org

Let’s get started!

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What’s Next, Kentucky? We Decide . . . . Together

Throughout Kentucky, people are working to build strong communities that meet the needs of their residents. They are maximizing local assets as they deal with difficult challenges: changing job markets, shifts in demographics, and competition with a global economy.

While much work is underway in Kentucky, there have been few opportunities for ongoing discussions that connect what is happening—across sectors and points of view—and that welcome new people into the mix.

What’s Next, Kentucky? is designed to be localized to the needs and opportunities of each community—whether that’s a neighborhood, a town, a county, or a region. Whether the geographic focus of the discussion is small or large, participants will consider common questions:

Where are we now? Where do we want to go? How will we get there?

While the conversations will be locally organized, statewide partners are ready to help in a variety of ways:

What’s Next, Kentucky? is a nonpartisan statewide initiative of community-based conversations about our state’s future that help communities set directions and take actions that build a stronger Kentucky. It is being organized by a broad—and growing—coalition of state and local partners from nonprofit, philanthropic, governmental, educational, and faith-based organizations.

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THE KENTUCKY NETWORK FOR PUBLIC LIFE (KNPL) will offer regional workshops and ongoing assistance for those who want to convene and facilitate local discussions. They will provide discussion guides for community members and support materials for local planning teams. Email execdirector@kycompact.org for more information.

As communities come together to hold conversations and set directions, the KENTUCKY NETWORK FOR PUBLIC LIFE will provide coaching and other assistance to help communities turn ideas into actions.

Along the way, WHAT’S NEXT, KENTUCKY? will share community stories so that Kentuckyns can find out what their neighbors are doing to create a more prosperous future. (www.whatsnextky.org)

We will also be sharing insights from Kentucky with others in the region who are facing similar challenges and opportunities. We’ll be learning together with others throughout the United States who are developing inclusive ways for people to engage in productive dialogue about issues that impact their communities.

A strong future for Kentucky will require new economic opportunities but also new ways of talking and working together, new relationships, and new connections. It will require economic entrepreneurs, but it will also require civic entrepreneurs—people like you!

A strong future for Kentucky will require new opportunities but also new ways of talking and working together, new relationships, and new connections. It will require economic entrepreneurs, but it will also require civic entrepreneurs—people like you!

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Getting the Most Out of the Website--www.whatsnextky.org

We want the whatsnextky.org website to be a useful tool for you. Here are a few ways you can use our website to help your work:

LEARN AND SHARE EXAMPLES OF INNOVATIVE WORK

The main page of our website is designed as a space to feature stories about some of the great work that’s going on in KY to build prosperity for all. Let us feature your work! Fill out this short form to tell us a little bit about what’s going on in your community: whatsnextky.org/share-your-story.

EXPLORE OUR RESOURCES SECTION

The “Resources” section of our website includes lists and contact information of people, agencies, and organizations whose job is to help you with specific types of work--from addressing dilapidated buildings to starting a farmer’s market. There are also resources for doing research on your local economy, so that you can be more informed as you decide how to address issues. We are continuously adding resources, so if you have one you want to share, let us know by emailing execdirector@kycompact.org.

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ORDER AND DOWNLOAD MATERIALS

The What’s Next discussion guide is available at whatsnextky.org/materials.

Discussion guide: You can download a digital copy at whatsnextky.org/materials, or you can order up to 30 printed copies by emailing execdirector@kycompact.org.

“GET INVOLVED” SECTION

You can tell anyone who wants to be a part of What’s Next to visit our website’s “Get Involved” page, whatsnextky.org/get-involved, where they will be directed to various ways they can get active.

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People, Places, Policies and Things

Many people believe that to be successful over time, communities need to be strong in four areas: People, Places, Policies, and Things. Here are a few examples of people, places, policies, and things in a thriving community.

PEOPLE

Everyone is included in community affairs.

People of all ages, income and education levels, political and religious beliefs,

and racial and ethnic groups have a say in decisions that affect them.

The heritage and culture of everyone in the community is valued and celebrated.

Everyone has access to basic services (such as health care and education).

PLACES

Everyone has a sense of what is special or unique about the built or natural

landscape in the community.

The environment is healthy.

The landscape and natural resources benefit the economy and the community.

POLICIES

Local laws in the community are fair and protect everyone.

Institutions treat everyone fairly. For example, there are workplace rules that are

fair and consistent for all people.

There are financial and economic policies that help people get ahead.

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THINGS

There are successful private organizations such as businesses, banks, non-

profits, and community groups.

There are strong public systems such as public schools and higher education

institutions, park system, libraries, police and community health clinics.

There is needed infrastructure such as housing, roads, and cell phone access.

(Source: “Building Prosperity for All,” Everyday Democracy, www.everyday-democracy.org

Keep people, places, policies, and things in mind when your community begins to think about what actions they may want to take to build prosperity.

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Dialogue: What and Why

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The Value of Public Dialogue

IN THE WORDS OF HAROLD SAUNDERS, who has worked around the world with communities with difficult issues:

Public Dialogue – Why Is It Important?

Participants understand others’ opinions more thoroughly.

Participants consider their own opinions, values, and judgments.

Establishes a connection among people as a starting point for working together.

Allows people to set directions to address public issues that affect them.

Participants feel more prepared to act collaboratively.

PUBLIC DIALOGUE is a process that allows people to share their perspectives and experiences with one another about difficult issues. Dialogue is not about winning an argument or coming to an agreement, but about understanding and learning. Dialogue can dispel stereotypes, build trust and enable people to be open to perspectives that are very different from their own. Dialogue can, and often does, lead to both personal and collaborative action.

“Dialogue is a process of genuine interaction through which human beings listen to each other deeply enough to be changed by what they learn. Each makes a serious effort to take others’ concerns into her or his own picture, even when disagreement persists. No participant gives up her or his identity, but each recognizes enough of the other’s valid human claims that he or she will act differently toward the other.”

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Identify multiple

approaches to a central

issue.

Weigh the costs and

consequences of each

approach

Determine community

values

The Power of Deliberative Dialogue

Most public issues are complex problems. They affect a wide-range of individuals and impact many different aspects of community life. Issues such as how to stimulate economic growth or provide comprehensive healthcare seldom have simple solutions; they require a range of responses resulting from multiple approaches to the issue.

Since decisions about community issues will affect such a diversity of people, deliberation encourages participants to fully examine the implications of each approach. Each approach has pros and cons, benefits and drawbacks, and costs and consequences that citizens may or may not have considered. Ultimately, how individuals weigh the costs and consequences of each approach depends largely upon what they value most.

What a person holds most valuable impacts what costs and consequences one is willing or unwilling to accept. Yet, even the most opinionated and outspoken person may not

truly recognize the values and the emotions that influence her perspective. The process of deliberation therefore enables people to identify what they value and why. People who have a deeper understanding of how they think and feel about an issue are better situated to make sound decisions. Moreover, individuals who

participate in deliberation gain a deeper understanding of and appreciation for how other people view the same concern. While people

may not change their view of the issue, they undoubtedly will change their perception of one another. The community begins to define itself based on commonalities rather than differences. Members of the community identify with one another, and people gravitate toward a common purpose. They cultivate a sense of shared values.

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Decide what kind of future the community desires for itself

Develop a common ground for collaborative action

Behind every approach to an issue lies a range of concerns, values, emotions, and personal experiences that influence the choices people make. Even individuals who share similar concerns may experience conflict when asked to deal with the costs and consequences of a particular approach. People must confront the complexities of the issue and work through the tensions that exist. As people identify their personal values, focus around a common purpose, and struggle with the difficult processes of deliberation and coming to public judgment, individuals establish a foundation of mutual understanding, respect and trust. However, because deliberation strengthens ties among people who hold similar views and bridges the divide between people with differing perspectives, collaboration becomes a true reality. Deliberation builds strong relationships. It promotes a shared sense of direction and develops the common ground necessary for community action.

Deliberation opens people up to new ways of thinking about community issues. It creates new opportunities for cooperation and collaboration.

Deliberation helps people to see new possibilities. When people see new possibilities, they can see steps to take together that can transform their community's future. This process of getting citizens together to talk about what’s important to them, assessing

community capacities and assets, and making and working a plan of action is a roadmap for community development that any

concerned group of citizens can use. If people can’t understand each other enough to work together, they won’t be able to improve their community.

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Coming to Public Judgment

According to much social science research, the public's thinking on issues progresses through seven predictable stages. Public opinion is in fact less like a physical process than a biological one, evolving in seven stages. Public opinion on any issue develops slowly over a long period -- at least ten years for a complex issue.

Source: Daniel Yankelovich, “How Public Opinion Really Works,” Fortune, October 5, 1992.

Framing the Issue to Develop Common Ground for Action: It Takes Time!

Phase One – Consciousness-raisingStage 1:Dawning Awareness

- People become aware of an issue.

Stage 2:Greater Urgency

- People develop a sense of urgency about the

issue.Phase Two – Working throughStage 3:Discovering the Choices- People start to explore the choices for

dealing with the issue.Stage 4:Wishful Thinking- Resistance to facing costs and trade-offs

kicks in, producing wishful thinking.Stage 5:Weighing the Choices- People weigh the pros and cons of alternatives.

Phase Three – Resolution

Stage 6: Taking a Stand

- People take a stand intellectually.

Stage 7: Making a Responsible Judgment

- People make a responsible judgment morally

and emotionally.

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The What’s Next KY? discussion guide was designed to help people to explore a range of options for developing stronger local communities. What you will be doing in these community discussions is framing the issues your community wants to explore in ways that include the perspectives of everyone who has a stake in future prosperity.

Framing begins with naming the issue as a problem. Kettering Foundation research shows that “While seemingly insignificant, who gets to name a problem—and how they name it—are critical factors that go a long way in determining how effective the response will be.”

What’s Next KY? is designed for community members to have the opportunity to name the issues that affect them--by posing broad, neutral questions about their interests, concerns, and values that allows them to address the many complex facets of their economic future.

It takes time! This is not a simple conversation. Because economic well-being includes a constellation of issues, one conversation is not enough to cover it all. You’re encouraged to hold a series of at least three conversations, followed by planning to address the action ideas that surface.

This sequence has emerged from years of experience of many dialogue practitioners:

1. An initial discussion, “Where are we now?” helps the group get started, sets ground rules (discussed below), provides discussion questions aimed at eliciting the experiences of participants and an understanding of how their community’s current situation, including and understanding of what’s already being done.

2. One or more middle discussions that help the group explore “Where do we want to go?” The middle sessions are organized around more far-reaching questions such as “What does a thriving prosperous community look like? What are our goals? What are the impacts of the actions we’re considering?” It is important that What’s Next conversations build on what is already happening, while bringing new people and ideas in the conversation.

3. A final discussion, “How do we get there?” that helps participants develop their action ideas or recommendations and make some initial plans for implementation. This session often includes brainstorming and prioritizing questions.

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Overview of a Dialogue-to-Change Process

When getting started, it’s often helpful to think about programs in three phases: Comprehensive community organizing (team development, planning,

recruitment)

Dialogue (often called community conversations or forums)

Action (personal, collective, and policy-level change)

This is a diagram of the three phases in a “round”: organizing, dialogue, and action. A diverse group of organizers sets goals and plans for a round. Then, many conversations take place simultaneously across the community. When the small groups complete the dialogue, everyone comes together in a large meeting to share their experiences and their ideas for change. Large programs lead to a range of outcomes—from changing people’s attitudes, beliefs, and behaviors, to new projects and collaborations, and to institutional and policy change.

No single organization or person can create an effective program without help. To ensure diverse, large-scale participation, the program organizing must be driven by a group of community leaders and organizations who mirror the diversity of the whole community.

Source: Everyday Democracy, www.everyday-democracy.org

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Planning the Dialogues

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The Work of the Conveners (That’s You!)

BEFORE THE DIALOGUES

Develop a steering team to coordinate the local dialogues.

Recruit partners for dialogues that will reach a wide representation of

citizens--the more dialogues, the better.

Order discussion guides at whatsnextky.org/order-discussion-guides

Conduct broad outreach and publicity about the dialogues in the community.

Recruit widely so that ideas and action steps that emerge are broadly

representative of your community’s citizens.

Recruit citizens to serve as moderators and recorders of forums.

DURING THE DIALOGUES

Convene at least three conversations centered around the questions (1) Where

are we now? (2) Where do we want to go? (3) How will we get there?

Handle meeting logistics.

Document meetings and tell the story to the community as it unfolds.

Distribute and collect questionnaires.

Keep in contact with What’s Next, KY? about how it’s going and share your

community’s story at whatsnextky.org/share-your-story.

AFTER THE DIALOGUES

Send questionnaires and other information What’s Next, KY? (See “What to do

after the forum.”)

Coordinate a process for implementing the action steps that emerge from the

dialogues.

Check in periodically with What’s Next, KY? about how the work is going and

share your community’s story at whatsnextky.org/share-your-story.

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Tips for Creating PartnershipsBuilding a broad base of support for What’s Next forums not only ensures participation from many different segments of the community, but also serves to distribute the workload and prevent burnout of committed volunteers.

Look for partnerships including and beyond those organizations that already understand the importance of public dialogue. Successful forums represent a diversity of interests, resources, and perspectives

Be inclusive

Give them ownership in the forum and the opportunity to contribute their special skills, resources, and points of view. They will be far more likely to fully participate if they are of the planning process as well as part of the forum implementation.

Invite partners at earliest stages

What skills and resources do they bring to the table that will improve the capacity for public dialogue? Delegate tasks that best serve the partners’ needs and interests, so that both parties feel rewarded for their efforts. Who is the partner’s contact? What is their task? What kind of involvement in time and resources will the partner provide? What is the timetable to complete the assignment? How will their contribution be recognized?

Clearly define roles for partners

Communicate clearly why the forum needs their participation. Ask the partner what their expectations are and how they hope to benefit. From this discussion you can build a mutually beneficial relationship that will be long-lasting.

Make sure partners understand mission and goals of the local forum

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Establishing A Strong, Diverse Steering Committee

The purpose of What’s Next forums is to address a community issue by bringing together people who represent the diversity of viewpoints, backgrounds, and experiences in your community. To successfully recruit diverse participants and then move to action, What’s Next forums need to be sponsored and led by a strong, diverse organizing coalition. Building this kind of collaboration takes time and effort, but it’s worth it. There’s lots of evidence to suggest that the most effective public dialogues are initiated and sustained by broad-based, cross-sector coalitions that keep learning and growing.

WHY DIVERSITY MATTERS IN YOUR COALITION

From the very beginning of the program, it is important for the organizing coalition to reflect the diversity of the community. A diverse coalition can attract a more diverse group of participants, and its decisions are more likely to be sound and workable because it reflects a wider range of community-based knowledge and experience. Finally, because they model the principles of inclusion and openness, diverse coalitions help to establish the credibility of the What’s Next conversations.

IDENTIFY KEY PEOPLE AND ORGANIZATIONS TO RECRUIT INTO THE COALITION

Create a list of the kinds of people and groups you want to include in the conversations (consider race, income, religion, age, gender, views, geography, old timers/newcomers, political affiliation, occupation). For each category, create a list of people and organizations that can help you reach that constituency.  

Consider informal leaders (may not have a title or be affiliated with a group, yet they are trusted as good community members and people turn to them), grass-roots leaders, and highly visible leaders. Keep asking yourselves, “Who is missing?”

RECRUIT COALITION MEMBERS

Explain why they should get involved, and how. Create a simple “pitch” that explains why the people or organizations should get involved, and what you’re asking them to do. A good pitch describes the program in brief and says what you believe it will

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accomplish. Think about their mission and goals. What do they care about? Help them consider how involved could help them advance their mission or meet their needs.

Include these basic ideas: 1) This is a nonpartisan effort--you’re not pushing one view over another. 2) You’re working to involved people from different backgrounds, views, and experiences. 3) The dialogues are intended to set directions for positive community actions.

USE A VARIETY OF RECRUITMENT METHODS

The most effective method is a personal invitation. Consider one-on-one meetings, phone calls, and letters (a combination works best). Ask members of the steering committee to use their connections to help reach a broad cross-section of the community. When inviting people you don’t know very well, send information on What’s Next, but don’t count on a letter alone. You’ll need to make follow-up phone calls so people will know you’re really interested in their participation.

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Roles of Community Members

A group of people who plans and coordinates the conversations and followup, builds partnerships, does outreach and publicity, and delegates work

Conveners

Organizations and institutions from different segments of the community who contribute special help, such as outreach, donation of meeting space, etc.

Partners

Neutral person who leads participants in discussion

Moderator

A group recorder works at a flip chart in front of the group capturing main ideas. An at-the-seat recorder captures direct quotes and comments that reflect the spirit of the conversation.

Recorders

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A Word About Timelines

The What’s Next dialogues have been designed to move through three stages. Because

each part on its own contains a broad set of questions to inspire deep conversations,

one conversation is not enough to cover it all. You’re encouraged to hold a series of at

least three conversations.

While the timeline for your discussions is totally up to you, we suggest not allowing too

much time to lapse between the conversations. You might decide to hold the forums

consecutively over the course of three weeks, or six weeks, but one per month is might

be too spread out for people to stay engaged.

There are benefits and drawbacks for holding the forums on weekdays versus

weekends. Weekday evenings can be just as busy as weekends. You’ll have to make a

call that best reflects your knowledge of your community and the people you are

targeting to attend. You could elect to hold forums at different times of day, and different

days of the week to offer a range of choices.

The length of community forums can vary, but many find 90 minutes to two hours to be a productive timeframe.

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Convening Community Dialogues: Logistics, Tasks, Materials

LOGISTICS TO CONSIDER What date and timeframe will work best? Where will the forum be held? Consider spaces like libraries, fire stations,

schools, community buildings, large meeting rooms in government buildings, community colleges, places of worship, social service agencies.

 Are the facilities accessible to people with disabilities? Do the facilities provide an atmosphere that’s welcoming and comfortable for all? Is the meeting space large enough to accommodate all participants? Is it possible to arrange seats in a circle or U-shape in the meeting room? Will you serve food and refreshments? Will you provide childcare? Transportation? How else can you remove barriers

from working people, parents, seniors, and low-income people who want to attend?

WHO WILL DO WHAT? Will there be a sign-in process? Who will handle it? Who is responsible for designing and distributing promotional materials? Who will help with outreach and invitations to the community? Who is responsible for securing discussion guides and other materials? Who will moderate the forum? Who will record? Who will return information from the forum to the county planning team?

EQUIPMENT/MATERIALS Issue booklets, starter video, questionnaires, moderator’s guide Easels with flip charts, markers, tape DVD player and monitor OR laptop with projection screen, if the meeting room

has Internet access (Starter video will also be posted on YouTube.) Extension cords, if necessary Microphones (Note: Only if group is quite large, usually not needed.) Pens or pencils for completing questionnaire

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Spreading The Word

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Do You Have Broad Community Representation?

The success of your What’s Next conversations will depend on gathering broad community input, which will also provide the foundation for an effective community-based plan of action to build a stronger local economy. When you are considering audiences and partners for your community forums, strive for broad community representation. Here are some of the audiences you may want to attract

Volunteer organizations/clubs Residents with diverse backgrounds:

o Income levelo Geographic locationo Racial/ethnic backgroundo LGBTQIA+ Communityo People with disabilities o Education level

Business owners Local university extension agents County commissioners Unemployed people Underrepresented people Young adults Faith groups Educators Colleges, universities, career & technical centers Health industry workers Seniors Veterans Chambers of Commerce City/town officials (mayor, city manager, etc.) Economic development agency officials Community foundations and philanthropists Convention and Visitors Bureaus Land holders and developers Legislators and policy makers Who Else?

o _________________________________o _________________________________o _________________________________o _________________________________o _________________________________o _________________________________

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Recruit Participants from Diverse Groups

When people from different backgrounds and walks of life talk about possible solutions to common problems, they form new relationships and networks, and come up with innovative ideas. A program that involves a broad cross-section of the community is more likely to benefit the community as a whole. Having a diverse mix of participants helps make for lively and rewarding dialogue.  

WHAT TO DO Establish a recruitment committee Decide how many and what kinds of people you are trying to reach

o Who are the different kinds of people we need to recruit to make it diverse?

o Why would people from each of these groups want to participate?o What might keep people in each group from participating?

Figure out who can reach out to these diverse participantso Are there groups or individuals on the coalition who can reach out to

different kinds of people? If not, who can help bring them on board. Plan outreach strategies

o Use a multi-faceted approach, combining personal invitations and general publicity. Remember, people need to hear the same message at least three times before it begins to register.

o A personal invitation is the best recruiting strategy. There is no substitute! This can come in the form of one-on-one meetings, letters, phone calls, or presentations.

Consider outreach toolso Think about the people you’re trying to reach. Do they read the

newspaper, or are they more likely to read a church bulletin? Do they listen to the radio, what stations? Do they read flyers on grocery store bulletin boards? Do they use email, get an employee newsletter at work?

o Plan on using a variety of tools so that people will hear your message several ways.

Give coalition members recruiting assignmentso Arm them with the advice and tools they need, like talking points, sign-up

forms, basic flyers, and contact information for follow-up.o Ask them to reach out to people in their networks, workplace, or

congregation. Work hard to recruit the unaffiliated and make a plan to ensure diversity

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Work Hard to Recruit the Unaffiliated

One of the biggest challenges is to recruit people who don’t often get involved in community events. To reach these people, it will take more than a newspaper article, radio announcement, or fyer. This will take extra work, but without it, you will be missing many important voices in your program. Here are a few suggestions:

GO WHERE PEOPLE SOCIALIZE

Just because groups are primarily social doesn’t mean their members aren’t interested

in public issues. Think about bridge clubs, bowling leagues, sports clubs, youth groups,

sewing circles, and ethnic organizations. Don’t overlook local mom- and-pop

establishments and businesses where people are likely to socialize, such as

barbershops or hair salons. Collaborate with them.

GO WHERE PEOPLE WORK

In some communities, businesses give time off to employees who want to take part in a

public dialogue.

GO THROUGH CLUBS, GROUPS AND ORGANIZATIONS

Work through the grass-roots organizations and groups that they belong to. Go where

people worship, study, and socialize.

GO THROUGH FAMILY GROUPS WHEN POSSIBLE

In a place where lots of people are related, use family groups as a recruitment path.

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Reaching Beyond the “Choir”

You may worry that you’ll reach only those who are already interested. But with persistence, multiple approaches to recruitment, and dedication to reaching usually excluded groups, your initiative can recruit beyond the “choir.”

FIRST, APPRECIATE THE SPECIAL QUALITIES OF THE “CHOIR”People who help with community issues are invaluable. Acknowledge them. Involve

them in recruitment and promote on efforts. Avoid making them feel that they are “not

enough.”

IDENTIFY GROUPS OF PEOPLE OR TYPES OF PEOPLE WHO RARELY PARTICIPATE IN COMMUNITY DECISION MAKING. Identify leaders and communication opportunities among these groups. Get to know

their leaders, develop an understanding of their interests, and build working

relationships with them. Invite them to participate in the coalition.

ASK EACH MEMBER OF THE COALITION TO PROMOTE WHAT’S NEXT When they are one-on-one with people from their communities of affiliation (i.e.,

neighborhoods, people of a similar racial or ethnic group, or people who share a

commitment to a particular issue or advocacy arena).

RELY ON ONE-ON-ONE RECRUITMENTThis works to involve leaders of usually overlooked groups and to move further into the

ranks and recruit others from these groups.

AFTER THE DIALOGUES ARE OVERCommunicate directly and often with the people from the usually overlooked groups

who participated. Make sure they know about change initiatives and results produced by

the dialogues.

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Involving Young People

Most public issues – from crime to race relations to education reform – directly involve and affect young people. Adding young people to the conversation will change it, and create new kinds of relationships and solutions.

Think beyond the small set of young people who always get invited to take leadership positions. To attract a more diverse group, keep in mind that young people are not just leaders of the future, but can be leaders today. Young people are more likely to participate if they are treated as problem solvers in partnership with adults.

To recruit them, it is essential that young people be part of the organizing coalition. Try to involve them in every aspect of the effort – planning, organizing, facilitating, and participating.

TIPS FOR INVOLVING YOUNG PEOPLE (PRIMARILY HIGH SCHOOL AND COLLEGE-AGE PEOPLE):

Relationships are fundamental. Spend some focused time with young people

talking about the issue. How do they see it? What aspects seem most important

to them? How would they like things to change?

Go where young people are to invite them into the program. Visit schools,

community clubs, and places of worship.

Ask the young organizers and facilitators to help recruit others to encouragement

and incentives for youth who get involved in community programs.

Think about creative ways to partner with schools, clubs, congregations or other

organizations that serve youth.

Plan meetings and circles around school, sports, and work schedules. Ask young

participants what times work for them.

Look for convenient forum sites that can be reached on foot, or with public

transportation.

Keep the youth perspective in mind as you invite people to join. Listen to how

young people talk about the issue, and incorporate their language into the overall

project description.

Make sure there is always time for fun and food!

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Involving the Media in the Coalition

Some of the most innovative and successful public dialogues in the country are those that include a media partner among the coalition members. The media can play a large role in bringing a dialogue to life and helping it grow and deepen in a community.

MEDIA CAN-- increase the dialogues’ visibility and credibility

boost recruitment of participants and sponsoring organizations

raise awareness and understanding of the issues being addressed

support and help sustain community action on the issue

advise on media relations

provide support for graphics, printing, or media production

WHAT ARE THE BENEFITS TO THE MEDIA? To connect with readers, listeners, or viewers in meaning and relevant ways

To play a role in public life, interacting and empowering their communities

To build relationships with the community as contributing community partners

To make a difference in the community, encourage action and change

ROLES FOR MEDIA PARTNERS Newspapers: news coverage, commentary, editorials, op-eds, public service

listings, special sections highlighting the issues, free or reduced cost printing

Television: news coverage, public service announcements, editorials, public

affairs programming with viewer call-ins, and documentaries

Radio: public affairs, call-ins, and public service spots to recruit participants, air

deliberations, connect policy makers to citizens with call-in programs, and

reporting on outcomes

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TIPS FOR RECRUITING A MEDIA PARTNER

Do some homework first to determine which would make the best partners

Remember to include community-access and local cable companies in your

research. They usually regard community news as the core of their mission

Find out how the media organization has approached other broad community

issues. Does there seem to be a commitment to community service and

involvement?

Analyze editorials. Do they represent a broad range of views, or do they tend to

take one side of an issue?

What kinds of op-ed pieces does the newspaper publish--syndicated writers or

local residents?

How much air time do radio and television stations devote to locally produced

programming? What are the typical themes?

What segments of the community does each radio station target?

Once you’ve identified prospective partners, find key decision makers in the

organization and use the info you’ve gathered to determine how best to approach

them.

o

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Communication Strategies

When you think about communication, media publicity most likely comes to mind. Publicity is important, and will be a big part of communicating about What’s Next. But communication involves much more. It’s the many ways you create awareness of your forums and reach out to different groups in your community. It can involve community relations, advertising, media relations, other forms of publicity, and even fund raising.

Take some time to plan your communication before the demands of your program set in. If you can recruit media or PR sponsors for your What’s Next forums (see “Involving the Media in Your Coalition”), they can lend their expertise to your communication planning. Look for partnerships with the major daily newspaper, a community-minded TV or radio station, a public relations firm, or the PR department of a local business, school district, college or hospital.

IDENTIFY AUDIENCES (WHO ARE YOU TRYING TO REACH?)

Brainstorm a list of the people or groups you need to reach to accomplish each goal. Look over the lists you developed when they were thinking about how to build the coalition and recruit participants. Do you need to expand the lists? Your list will be long, so set priorities. Spend your greatest effort reaching the people and groups who can help you spread the word to diverse groups of friends, neighbors or colleagues.

DEVELOP TALKING POINTS (WHAT DO YOU WANT TO SAY?)

These are the points you will use to convince people to support or participate in your program. They should be simple, logical statements that give people a good reason to join your effort.

Develop points so they relate to the concerns of your audience. Help people see how the dialogues meet their needs or advance the mission of their business or organization. Once you write your basic points, adapt them for different formats, like fliers, brochures, press releases, or speeches.

SELECT AND DEVELOP COMMUNICATIONS TOOLS

Your choice of tools is limited only by your imagination – and your time! To avoid the trap of busy work, develop a few basic tools – like a flyer, a brochure, and a pitch letter – that you can use in lots of ways. Start with your talking points, and tailor the wording to the amount of space you have to fill. An attractive flier calls for fewer words. Some people get around that limitation by printing more detail on the flip side. A brochure provides more space for detail.

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WORK WITH THE MASS MEDIA

If you’re new to media work, be assured you don’t need special training or experience to promote your story effectively. You do need information on basic methods for reaching the media. These include press releases, media advisories, emails, and phone calls.

Before you begin any media relations work, write out a plan to cover the course of your dialogues. Include strategies for getting media attention, a to-do list, and deadlines. A written plan is a focus, and keeps your media activities on target and on time. Share your plan with the coalition and refer to it from time to time to make sure you’re on track.

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Sample Press Release

FOR IMMEDIATE RELEASE *

CONTACT:PHONE:EMAIL:DATE:_________________________________________________________________________

WHAT’S NEXT, [NAME OF COMMUNITY]?It’s Time To Talk About Our Future

_________________________________________________________________________[NAME OF TOWN], K.Y. – Many Kentuckians believe the time is right for deep, productive conversations about our state’s future. But until now there have been few opportunities for residents to connect in broad ways—across sectors and points of view—to begin building a more diverse and vibrant state that can adapt to 21st century opportunities, challenges, and changes.

In order to talk about what we can do to build a stronger future for [NAME OF COMMUNITY], [YOUR ORGANIZATION] is joining with [PARTNERS] to sponsor What’s Next, [NAME OF COMMUNITY], a series of community dialogues aimed at encouraging thinking, talking, and actions based on our community’s own ideas for how we can move forward.

These discussions will bring together members of the community in thoughtful conversations about what can be done. A neutral moderator will lead participants in a discussion of options in an atmosphere that encourages respectful sharing of differing perspectives. An issue guide will be available with background information on the issue.

The first of these conversations will take place on [DATE] at [TIME] at [PLACE]. All the discussions are open to the public and all forms of media.

Ensuring future prosperity for [NAME OF COMMUNITY] is a complex task that will require the involvement of nearly every sector of our community—residents from diverse backgrounds, business owners, policymakers, students, educators, state and local agencies, and community groups. The dialogues will allow community members to unite in purpose and actions to help improve the quality of life for our residents and for future generations.

For more information about attending or sponsoring a community discussion, please contact [NAME AND INFORMATION OF CONTACT].

# # #

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Sample Participant Invitation

What’s Next, KY?

Let’s Talk About Our Future

Dear ___________________,

The time is right for deep conversations about our community’s future—ones that connect

the good work that is underway, bring new voices into the mix, and encourage innovative

thinking.

What’s Next, KY? is a statewide series of conversations about strengthening local

communities. These nonpartisan conversations are designed to encourage thinking, talking

and actions based on Kentuckians’ own ideas for helping their communities—and the state

—move forward.

[YOUR ORGANIZATION AND A LIST OF OTHER LOCAL PARTNERS] are sponsoring a

series of community forums to talk about what we can do to build a more vibrant and

diverse future for [NAME OF COMMUNITY]. I very much hope that you can attend.

The first of three forums will be held on [DATE AND TIME] at [LOCATION].

Only you can share your concerns and insights on this issue, so your voice is critical to the

success of this initiative. Please invite your friends, family, and co-workers to join in

addressing this important issue. If we are going to be successful in improving the quality of

life of our community the first step is to listen and learn from each other.

Please contact [NAME AND INFORMATION] if you would like more information.

Sincerely,

[YOUR NAME]

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Sample Partner Invitation

What’s Next, KY?Let’s Talk About Our Economic FutureDear ___________________,

The time is right for deep conversations about our community’s future—ones that connect the good work that is underway, bring new voices into the mix, and encourage innovative thinking.

You are invited to join with [YOUR NAME OR ORGANIZATION] in co-sponsoring a series of community dialogues to talk about what we can do to build a more vibrant and diverse future for [NAME OF COMMUNITY].

[YOUR NAME OR ORGANIZATION] is working together with What’s Next, KY? on this initiative. What’s Next, KY? is a statewide series of conversations about strengthening local economies. These nonpartisan conversations are designed to encourage thinking, talking and actions based on Kentuckians’ own ideas for helping their communities—and the state—move forward.

The local dialogues will bring together members of our community in a thoughtful conversation about what can be done. A neutral moderator will lead participants in a discussion of where we are today, where we want to go, and how we will get there, in an atmosphere that encourages respectful sharing of differing perspectives. A discussion guide will be available with background information on the issue. We think [NAME OF ORGANIZATION YOU ARE INVITING] would add important insights for tackling this critical issue in our community.

The ultimate goal of the dialogues is to arrive at some agreed-upon actions that we can take as a community to build future prosperity, and some steps that we can take to implement those actions. The opportunities for community action that emerge from this discussion will be best implemented by a partnership among agencies and organizations in our community. [A SENTENCE OR TWO ABOUT HOW THE INITIATIVE WILL BENEFIT THE PARTNER OR MEETS THEIR MISSION]Please contact [NAME AND INFORMATION] to join as a sponsor for the dialogue or for more information.

Sincerely,

[YOUR NAME]

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Doing the Dialogues

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Basic Principles of Facilitating

An effective facilitator—

Is prepared. Effective facilitators are familiar with the discussion materials, and think ahead of time about the directions in which the discussion might go.

Sets a relaxed and open tone. Effective facilitators welcome everyone and create a friendly and relaxed atmosphere. Humor is always welcome.

Establishes ground rules. Effective facilitators should establish or help the group establish ground rules at the beginning of sessions.

Remains neutral about the subject of the forum. Avoid expressing your own opinion or evaluating the comments of the participants.

Does not take on an “expert” role with the subject matter. Your role is not to teach the participants about the issue - even if it is a subject you know very well.

Keeps the deliberation focused on the issue. When comments go astray, bring participants back to the issue book framework. Make sure that each question receives equal consideration.

Keeps track of how group members are participating – who has and hasn’t spoken, what point have and have not been heard. They don’t let any one person dominate and try to involve everyone, intervening as necessary.

Asks clarifying questions, if necessary. If you are not sure what a participant means, chances are good that others are unclear also. You may ask participants to clarify what they are trying to say and ask if you have understood.

Encourages everyone to join in the conversation. Elicits points of view that have not been discussed. (Be aware that comments like “that’s a good idea” to some speakers may make participants think you are being biased.)

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Asks thoughtful and probing questions to surface costs and consequences. Make sure that the participants have considered the potential outcome of their comments. Help draw out what people are willing to accept and are not willing to accept.

Allows time for pauses and silence. Effective facilitators understand that people need time to reflect and respond. They do not talk after each comment or answer every question, but rather allow participants to respond directly to each other.

Lean toward non-intervention. Effective facilitators try to intervene in discussions as little as possible, but recognize when intervention is necessary. When intervening, effective facilitators follow the “mouse principle”: they do as little as possible, as quietly as possible.

Puts the group first, appreciating all kinds of people, and helps participants find common ground. Participants will not always agree and may sometimes be in direct conflict with each other. Recognize it and seek to focus on “What can we do together even if we don’t fully agree?”

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Asking Powerful Questions

Source: The Art of Powerful Questions by Eric Vogt, Juanita Brown, and David Isaacs

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Basic Facilitator Moves

1. Ask a “probing” or “follow up” question to the same speaker to get clarification or dig deeper.

Ex. “Why is that important to you?” “What do you think the consequences of that perspective would be?” “Are there any drawbacks to that position?”

2. Ask a “reaction” question that seeks to have other people respond to the last speaker’s comments in some way.

Ex. “Does anyone else have a different view?” “What do others think about that idea?” “Let’s stick with this topic for a minute, how would you respond to that?”

3. Ask a transition question. A transition question may be particularly important to move the conversation forward by refocusing on a key point or reflecting on what has not yet been discussed.

Ex. “Many argue that one of the key topics with this issue is X. What are your thoughts on its importance?” “Looking back at our discussion, what else do we need to talk about?”

4. Paraphrase when necessary. It can be useful to paraphrase a participant’s comment in order to summarize a key point or to ensure that the comment has been clearly understand. It is important not to overuse paraphrasing by restating every comment.

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Sample Dialogue Guidelines

Setting guidelines, or ground rules, for respectful participation is an essential part of setting the stage for a productive conversation. You will want to collaborate with your group to determine what rules you wish to establish at your first session. Many facilitators will review these at the beginning of each session, since you may have new participants each time, using a wall chart.

Everyone is encouraged to participate. We need your experience.

Differing perspectives on the issues are considered fairly and respectfully.

Be mindful of time so everyone has a chance to speak.

Ask questions. (Our goal is not necessarily to agree, but to gain deeper understanding.)

Listen to one another. (Be present! No side conversations or cell phone checking.)

There is a careful examination of the costs and consequences of different potential actions.

The moderator will remain neutral and will help move the conversation forward by asking probing questions and keeping track of the time.

Plus other guidelines agreed upon by the group.

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What’s Next Community Discussion Sign-In Sheet

Date _______________________ Location_________________________

Name Email Phone Organization City County

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Setting Priorities for Action

1. On a flip chart or blackboard, draw a horizontal line and a vertical line, resulting in a cross with 4 quadrants. See example, below.

2. On the left side, running vertically, from top to bottom, write the word “Workable.” Across the bottom, running left to right, write the word “Important.”

3. Label the top 2 quadrants above the horizontal line “Easy.” Label the bottom 2 quadrants below the horizontal line “Hard.”

4. At the base of the left-hand column, write “Low.” At the base of the right-hand column, write “High.”

5. Take the list of action ideas, and assign them to the appropriate quadrant. Putthem on Post-it notes, in case they need to be moved around.

6. Ideas in the upper right quadrant (which are both “Easy” and “Important”)might be a good place to begin.

Example:The numbers in the graphic correspond to the numbered items at the bottom of the box.

Easy 4 2 3 5

Hard 6 1

Low High

Action Ideas for Improving Involvement of Limited English Proficiency (LEP) Parents

1. Organize English as a Second Language (ESL) classes for parents.2. Translate school documents into other languages.3. Provide interpreters for parent conferences.4. Hold “Family Night” for LEP families (e.g. pizza, bingo, resources,

interpreters).5. Survey LEP parents on needs.

Wor

kabl

e

Importanc

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World Café Conversations

World Café conversations have many uses, including helping a group prioritize action ideas.

What is it?For people to act together and collaborate on solving community problems, they first need to be able to talk together. Change most often begins simply, with a conversation. A conversation café is an exchange of thoughts, ideas, and feelings among people who care about getting to know each other. When we understand each other better, trust is built. When we listen to each other, surprising and inspired conclusions may emerge that may lead to inspired change.

How does it work? Preparation: Give the room a fun feel. It helps if

you can add touches such as decorations, lighting, music and refreshments to set the right mood. Cover the tables with butcher paper for doodling and capturing ideas.

Set up a progressive menu of (usually two or three) rounds of conversation of about 20-30 minutes each. Ask questions that genuinely matter to your life, work or community. A first question might ask something personal about why people are there, why they are committed to the work, or what excites them. A second question might ask about the work or issue; for example what community development means to them? A third question might probe deeper, such as why poverty persists in our communities despite all the money spent and efforts made to address it. Consider asking powerful questions that get at the contradictions or underlying issues that need to be addressed to make progress.

One of the things we

need to learn is that

very great change

starts with very small

conversations, held

among people who

care.

Margaret Wheatley

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The Process: A facilitator explains the process, keeps time, and moves the group through the series of questions. Seat four or five people at small Café-style tables or in circles of chairs forming four-person conversation clusters. Two hours is a good length of time to permit people to move through several table groups for each question, though the time may be much less. Upon completing the initial round of conversation, ask one person to remain at the table as the “host” while the others serve as travelers or “ambassadors of meaning.” The travelers carry key ideas, themes and questions into their new conversations.

Ask the table host to welcome the new guests and briefly share the main ideas, themes and questions of the initial conversation. Encourage guests to link and connect ideas coming from their previous table conversations—listening carefully and building on each other's contributions.

Encourage both table hosts and members to write, doodle and draw key ideas on their tablecloths or to note key ideas on large index cards or placemats in the center of the group.

Closing: After several rounds of conversation, initiate a period of sharing discoveries and insights in a whole group conversation. It is in these town meeting-style conversations that patterns can be identified, collective knowledge grows, and possibilities for action emerge.

Adapted from material at http://www.theworldcafe.com. See also www.conversationcafe.org. for more resources.

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What’s Next, KY?Moderator Summary

As soon as possible after your community discussion (while ideas are still fresh in your mind), please complete this summary.

Moderator’s NamePhone EmailDate and location of discussionNumber of participants Age rangeDiversity

1. What areas related to strengthening the economy did the group focus on the most?

2. Which ideas for action had the most support within the group?

3. What aspects of the issue seemed most challenging for participants?

4. What next steps did the group plan?

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Community Checklist—After the Discussion

What To Do After Your Community Discussions

A Checklist

You’ll want to capture insights from your local discussions as a foundation for future work in your community. Your community’s ideas and plans are also an important part of developing a statewide understanding of what Kentuckians are thinking about and planning.

We want to include the ideas from your community in statewide reporting and storytelling.One of the main ways we can do that is through these materials you can send to us from your discussions. It will take a little bit of extra time, but it’s a very important step.

After your community discussions, please do the following:

Complete the moderator’s response sheet. Try to do this soon after each discussion, while ideas are still fresh in your mind.

Prepare recorder notes from the discussion. Better yet, ask the recorder to do this for you. For your future work, it will help to have someone type up flip chart notes and “at the seat” notes.

Prepare contact list (name and email) for discussion participants so you can stay in touch with them for follow-up action planning sessions. We would also appreciate these names so that we can share ideas from other parts of the state and future reports on What’s Next, KY?

Soon after the discussions, return the moderator’s response form, notes, and participant contact information to:

Kentucky Campus Compact90 Campbell Drive, CA 270

Highland Heights, KY 41099

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Let’s Stay in Touch!

As you move forward with What’s Next in your community, please stay in touch regularly—to share your insights, to ask for help, and to connect with other communities around the state.

We’re looking forward to hearing from you and to helping you in any way we can. We’re eager to learn from your work and to share your insights with other communities.

What’s Next, KY? will allow us to strengthen existing connections and create new ones—to develop greater capacity to talk and work together to improve the quality of life in Kentucky.

Let’s make the most of this important opportunity!

To contact us--

Kentucky Network for Public Life

execdirector@kycompact.org

859-572-7614

www.whatsnextky.org

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