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For communities to respond to their challenges, they must resolve, for themselves, that their capacity to solve problems requires revitalization. Outside consultants can make recommendations, but without local ownership of a strategy and implementation plan, it is not likely that the community will take action. The Civic Index, a twelve point community self-evaluation tool, helps communities develop their problem solving capacity by providing a method and a process for first identifying and recognizing their strengths and weaknesses, and then structuring collaborative approaches to solving shared problems. Today's column discusses the Civic Index Component of Capacity for Cooperation and Consensus Building.

Safe Spaces for Developing Shared Solutions

One of the realities of today's problem solving environment is that governments can no longer be held solely responsible for the health and quality of life of their communities. The issues facing America's cities, counties and sub-state regions today are too highly complex.

Successful communities, consequently, will be those that focus on governance rather than government. That is, ways in which business, government, community groups and citizens can work together to help a community reach its collective goals and meet its common challenges.

For these players to willingly take a seat at the table with each other, and then stay there, a collaborative approach to community problem solving must be adopted. Collaboration is a process that brings together organizations, agencies and individuals in a sustained effort to work together to define problems, create options, develop strategies, and implement chosen solutions.

Effective collaboration requires that decisions be made by consensus. While a consensus-based decision-making process may take some time in the early stages, it will save time in the implementation stage. This is because citizens want their ideas and opinions to be heard and to be seriously considered. The "ownership" of the plan by the community - and the willingness to assist in its implementation - correspond directly to the level of participation in the development of the plan.

In a collaborative process, project outcomes and policies are, in effect, "pre-sold" to the various interest groups that have had an opportunity to learn about different points of view and situations through the consensus building process. Sharing of information and resources results in better decisions, and community stakeholders are not inclined to block implementation of the plan, since it reflects their own interest and efforts.

While collaborative problem solving is not appropriate for every issue and situation it is an absolute necessity under certain circumstances. Collaborative problem solving processes should be used when:

• The issue is complex;
• There are numerous interests involved;
• Resources are limited and their use is highly contested;
• No single agency has jurisdiction over the problem, or implementation of the solutions;
• People are interested and willing to participate; and
• Individual and community action are required.

The need for government, business, and nonprofits to come together with citizens creates the need for inclusive and collaborative community problem solving processes. For this to happen, "civic" or "safe" space must be established where different points of view can share an equal voice and work together, places where individuals of diverse perspectives can be brought together to resolve differences and develop strategies to address complex issues. While there are plenty of spaces to fight, blame, and take sides, this space must allow people to focus on deliberating and consensus building.

In recent years, a number of processes have emerged to help communities achieve greater capacity for cooperation and consensus, particularly modern mediation and negotiation techniques. The Civic Index lists a number of questions communities can ask themselves to evaluate whether such processes exist in their community:

• Are there neutral forums and processes where all opinions are heard?
• Are there informal dispute resolution processes?
• Do community leaders have regular opportunities to share ideas?
• Are all major interests represented in collaborative processes?
• Do all three sectors work together to set common goals?
• Do leaders reach collective decisions and implement them?

Some theorists and observers are beginning to assert that conflict - and the ability to manage it - is a key defining feature of community. As disagreements arise in the community, neutral forums and processes are needed where all opinions can be heard and consensus cultivated. Ideally, representatives and leaders from all sectors of the community will work together to identify serious local needs, agree upon goals and action plans, and contribute to the successful implementation of those plans.

Nancy Geha, assistant director of the National Civic League's Community Assistant Team, explains. "Consensus building is about people coming to the table that don't normally mesh because they are from different backgrounds, different areas, different turfs and they all have different interests. But to be able to move forward with the process they have agreed that they must come to a consensus along each step of the way."

For example, in Delray Beach, Florida, what began as an intractable dispute over school desegregation among splintered factions led to a creative agreement among citizens, city government and the school board. Delray Beach residents and the local school board developed a plan to establish a magnet school program and new schools in inner city areas. Citizens stood behind the plan by voting for a tax increase to pay for it. In return, city government agreed to address issues of crime and sub-standard housing in areas surrounding the schools.

This kind of win-win solution to a problem, where citizens, city government, and the local school board all get something they want, exemplifies collaborative community problem solving.

For information on how the concepts and techniques presented in this column can be applied in your community or for a copy of the 1999 Revised Civic Index, contact the National Civic League by e-mail at ncl@ncl.org; on the world wide web at www.ncl.org; or by phone at (303) 571-4343.

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