HomeMy WebLinkAboutForging Constructive Community Discourse Task Force Report 01-14-20051
Forging Constructive Community Discourse
Task Force Report
Marian A.O Cohen, Chair
Chuck Cole
Iclal Hartman
Gerald Lacey
Brenda Prusak
Nicolas Rofougaran
January 14, 2005
Task Force Members:
Susan Elberger, Vice -Chair
Stacey Hamilton
Elisabeth Jas
Candy McLaughlin
Ann Redmon
Yukari Scott
Table of Contents
Overview Page 3
Issues and Questions Pages 4-5
Goal I Pages 6-17
Narrative of items in Summary Matrix Page 6-13
Gathering Place Page 6-7
Last Night Page 7
Neighborhood Associations Page 8
Newcomers' Welcome Packet Pages 8-9
Newsletters Pages 9-10
Politics in the Park Pages 10-11
Precinct Meetings and TMMA Communications Group Page 11
Town Day Pages 11-12
Town Website Pages 12-13
Summary Matrix Goal I Pages 14-16
Summary of Time Frames for Goal I Pages 16-17
Goal II Pages 17-22
Narrative of items in Summary Matrix Pages 17-21
How-to Manual Page 20
Training Pages 20-21
Summary Matrix Goal II Page 21
Summary of Time Frames for Goal II Page 22
Conclusion Page 23
January 2005 2
Th
Overview
The Task Force on Forging Constructive Community Discourse decided to use key goals
identified by the Scoping Group on Forging Constructive Community Discourse. Those
goals were:
1 To improve public exchange of information
2. To strengthen and support democratic processes for town decision-making
3 To foster a sense of community
Central themes that emerged from discussion of these goals were that communication
must be decentralized so that more citizens become more involved, and that
communication must be improved in terms of both content and tone. We emphasize the
critical importance of the manner of communication with each other in the success of any
of these efforts. (We address this issue in detail beginning on page 15 ) Structural
mechanisms to improve the quantity and availability of information and mechanisms to
improve the quality of discourse were identified. Each mechanism was discussed in
terms of a rationale (how it would improve the dissemination of information and/or
improve discourse); resources needed to implement the mechanism, a time frame;
dependencies on other programs or groups of people; and recommended action steps.
This report provides detailed information on each of the structural mechanisms identified
as well as narrative describing the relevance and applicability of each mechanism. Some
of the mechanisms can be immediately implemented; others will take some time to
accomplish. Some of the mechanisms require no additional expenditure of monies;
others will require considerable outlay of monies. Some of the mechanisms can be
implemented by a small number of individuals; others will require coordinated effort
among many individuals or groups. The mechanisms, taken together, should result in a
community with more information more readily available to all citizens; better tone of
conversation between and among citizens; and an enhanced and improved sense of
connection among citizens.
The suggested improvements we deem most important, and those to which we believe
priority should be given, are: training for committee and board chairs and members (to
address the problem of culture and style of communication); development of an improved
town website (to address dissemination of accurate and up-to-date information); and
creation of a Gathering Place (to help build an improved and more inclusive sense of
community).
Members of the Task Force:
Marian Cohen, Chair
Chuck Cole
Iclal Hartman
Gerald Lacey
Brenda Prusak
Nicolas Rofougaran
January 2005 3
Susan Elberger, Vice -Chair
Stacey Hamilton
Elisabeth Jas
Candy McLaughlin
Ann Redmon
Yukari Scott
Issues and Oucstions
The goals of the taskforce on Forging Constructive Community Discourse were to:
1 Identify reasons why communication and discourse among citizens and between
town and citizens appears to be problematic.
2. Create an action plan for improving communication and discourse.
a. Identify structural mechanisms that can be used to improve
communication (the "what").
b. Identify mechanisms for encouraging the appropriate forms of
discourse (the "how").
Barriers to effective and appropriate communication and discourse fall into two
categories: absence of information or data, and culture. To address the former problem
we recommend specific mechanisms to improve dissemination of information. It is our
expectation that the more informed people are, the less emotionally attached they will be
to their discourse and the more constructive their discourse will be. To address the latter
problem we recommend specific mechanisms to improve the nature and quality of
discourse. Constructive discourse will be better achieved if we identify the goals of our
communications; take personal responsibility for discourse; and focus on how we
converse with one another, including the tone we use.
The problems we cite are not unique to Lexington. They are a function of human nature,
of the heterogeneity of our society, and of the general tensions among peoples throughout
the world. We cannot change human nature, but we can change the atmosphere
associatcd with our interactions. We can learn to listen better. We cannot, and should
not, try to encourage homogeneity It is our heterogeneity that makes for a richer, albeit
more contentious, society Our heterogeneity should be recognized and respected. We
cannot lessen tensions throughout the world, but we can lessen tensions within our small
part of the world. The solutions to our problems lie in tolerance and respect and civility
A number of suggestions for improvement in this report are not new; indeed, several
previous groups have noted them. Members of this task force questioned why these
suggested steps have not already been taken. We suspect that lack of resources,
coordination, and knowledge of where to begin lie at the heart of the problem. Therefore,
in addition to proposing ideas, we have proposed ways of implementing them. Failure to
implement previous suggestions was seen as a great source of frustration, and as an
impediment to constructive community discourse in itself. The lack of progress with
respect to some previous suggestions has, indeed, increased the emotional tone associated
with discourse for many of our citizens. Our most serious proposal is that at Least some
of the actions mentioned in this report be implemented as soon as possible — if for no
other reason than as a good -faith effort. Citizens need to be able to view their leaders as
responsive. This will engender trust and will aid the process of communication. When
citizens see their leaders working to make improvements, they will respond positively
and will support the effort.
January 2005 4
We recognize that barriers to improved discourse do not lie in previous failures of
implementation alone. Money is a key factor; with tight budgets there is little left for
other than the necessities. Fortunately, several of the proposed mechanisms in this report
can be implemented without additional expense to the town. We will need to rely on
volunteer efforts, however. While volunteer efforts are always fraught with uncertainty
and unevenness, Lexington has a history of volunteerism. We believe that talented and
committed people will come forward. Other obstacles may be harder to overcome. The
evolution of our community sometimes pits newcomers and longtime residents against
one another. The history of friction among citizens around certain issues (such as PAYT,
the construction of Depot Square, and placement of a creche), has resulted in poor
communication and polarization. The desire for more services by some and
unwillingness to pay for those services by others have caused tensions around taxes and
overrides.
Although we cannot eliminate these latter problems, members of the Task Force believe
that we can institute measures to diffuse or soften them. This report offers specific
mechanisms for improvement of communication. Each of the mechanisms included in
this report will be discussed in terms of: the rationale for inclusion of the mechanism,
resources and/or funding deemed necessary to implement the mechanism; a suggested
time frame for implementation of the mechanism, items upon which the mechanism may
depend; and specific action steps to be taken.
January 2005 5
Goal I: Idcntifv structural mechanisms that can be used to improve communication •
Key problems identified by this Task Force centered on thc dissemination of information
and opportunities for discourse. The Task Force proposes several mechanisms for
addressing these problems. A summary matrix of these mechanisms, including actions to
be taken, suggested participants for each action, and proposed measures of success for
each action, follows discussion of each of the suggested items.
Gathering Place
It is becoming increasingly recognized that people of all ages need a central place where
they can come together, in a casual manner, for discussion, informal learning, or just
`hanging out' We have a number of places in town where some of these things already
take place (e.g., the libraries, coffee shops and restaurants, schools, the Senior Center,
houses of worship), but we do not have a location where all of these things can occur.
We envision a community center where people can talk, eat and drink, and interact,
thereby enhancing their social, physical, and emotional well-being.
Rationale: Our culture is increasingly moving toward one of isolation of people from
one another. We separate ourselves by culture, economics, religious beliefs, age, and
stages in life. Due, in part, to time constraints, we come together primarily for functional
reasons — to attend religious services, to participate in athletic events, to take courses, to
serve on committees, and so on. An environment in which people can feel free to drop in
briefly or stay for longer periods of time would help identify our common interests and
strengthen the bonds of those common interests.
Resources/funding: A centrally located space would be needed. This would require
using available town owned property or acquiring some current commercial space or
building a new facility Funds would be needed to build a facility or alter existing space;
to maintain the physical aspects of thc space; and to pay for supplies and, possibly staff.
Time frame: A committee to plan for the Gathering Place could be formed in spring
2005 with a kick-off event to introduce the idea and garner support in fall 2005. Starting
small (with the goal of growing to a more comprehensive and large facility) might permit
implementation of this mechanism as early as spring 2006.
Dependencies: Success of this mechanism will depend upon the availability of space,
available funds, and the creativity of the planning committee. We believe that there will
be sufficient interest on the part of citizens to sustain this mechanism once it is
adequately established. We recognize that this mechanism is one of our most ambitious
proposals and one most dependent upon sufficient resources (primarily those of space and
money). However, as indicated at the beginning of this report, the Task Force has
identified this mechanism as one of our top priorities.
Action steps: Since it is important (for purposes of design and sense of ownership) to
involve as much of the community in the development of the Gathering Place as possible,
we recommend that the next book used in the Lexington Reads program be one that
January 2005 6
addresses this concept. (The Great Good Place by Ray Oldenburg is a suggested
reading.) The speaker at the beginning of this program should be someone who has
worked in the area of community building. After reading the book, citizens would attend
one of several Study Circles. A task force (of participants in the Study Circles, town
staff, and any other interested parties) would then be created to plan and organize the
Gathering Place. One of its first tasks would be to look into space and funding options.
We also recommend that members of this committee read about similar places already in
existence around the country and the world. It is recommended that, in the course of
designing this center, meetings be held with various constituencies to identify their needs
and plan for appropriate uses of space and activities.
Last Night
A celebration of the outgoing old year and incoming new year would be a mechanism for
bringing people together in a joyful manner. Such an event occurred a few years ago and
was well received. We envision a small scale event, with a single activity (Should this
be successful, the celebration could be expanded in subsequent years to include multiple
events.) Activities that could be considered for Last Night include a concert, dance
performance, comedy night, children's activities, and fireworks. The event could take
place, for example, at Cary Hall, in religious organizations, LHS, the cinema. To
accommodate the younger members of our community we recommend that festivities
commence fairly early in the evening. We could begin the evening with a ringing of the
bell in the Old Belfry
Rationale: This event, occurring once a year, at a time when people may be celebrating
their own, separate, holidays, would serve to remind us that we live in the same
community and we share an identity as Lexingtonians. We could put aside whatever
differences we have and enjoy one another's company
Resources/funding: A planning group would be needed for this event. Organizers
might coordinate with Cary Memorial Lecture organizers to include tickets to this event
in the mailing of tickets to other events sponsored by the Lecture group. Funding would
be required from financial sponsors in order to make the event free, or low cost, to town
residents.
Time frame: The goal would be to hold this event on December 31, 2005 Once
established, and successful, this should become an annual event.
Dependencies: Success would depend upon support from various organizations in town.
Permits might be required for some events.
Action steps: These include identifying a chair (and members) for the event committee,
venues for events, and performers.
January 2005 7
Neighborhood Associations'
Task Force members are aware of several existing neighborhood associations (e.g.,
Meriam Hill, East Lexington, South Lexington) and that some of these associations are
more active than others. We recommend that successful and active existing associations
serve as models for the development or improvement of other associations so that
relatively small pockets of citizens throughout Lexington have contact with other citizens
in their local areas.
Rationale: These associations can serve multiple functions, from sharing of information
to advocacy for issues relevant and important for their area to work on local community
improvement to developing social connections.
Resources/funding: These would vary from one association to another and from one
time to another. The primary resource would be community volunteers.
Time frame: Activities within this mechanism could be implemented immediately
Dependencies: Success would depend upon interest among citizens and willingness of a
few volunteers to serve as leaders. As time goes on and,the associations develop, it is
hoped that additional people would become interested in serving in leadership roles.
Action steps: Initial action steps include identifying the need and interest for expansion
of such associations. Initiators of new associations (or developers of existing
associations) should talk with leaders of the more active associations for advice on
stimulating interest, promoting the association, etc. This could be accomplished through
cross -association meetings. Each individual association should identify its nature and
focus.
Newcomers' Welcome Packet
To help familiarize newcomers, the Task Force recommends development of a
Newcomers' Welcome Packet. This packet would be made available in libraries and
Town Hall and distributed to new residents by real estate agencies. We recommend that
The Minuteman and other local newspapers run a Special Newcomcrs' Edition or
Citizens' Guide (as a supplemental edition or an insert in a regular edition) once a year
and that this supplement be made available in Town Hall and the libraries. In addition,
the information in the packet should be posted on the town website. Having this packet
available on the website would permit the most up-to-date information to be posted.
Rationale: This packet would help newcomers learn about Lexington and its resources.
This would help them get involved in the life of the town more quickly and more easily
Town information would be supplemented with practical information in one, easy-to-use,
packet. Town employees would be saved from repeatedly answering basic questions.
January 2005 8
Resources/funding: These would include staff time for reference and fact checking;
volunteers; and participation by the Newcomers' Club, real estate agents, The Minuteman
and other local newspapers. Funding for printing the packet could come from
contributions from citizens; real estate agencies and other organizations and businesses in
town (e.g., in the form of advertising); and from town monies. Funding may also be
needed for posting the packet on the town website.
Time frame: The goal would be to have a first printing or posting on the town website
within 6 months. A proposed deadline would be the start of school in September 2005
Dependencies: Success would depend upon coordination of effort among several groups
including: the Newcomers' Club, real estate agencies, newspapers, town staff, and
volunteers.
Action steps: A first step would be to establish a committee composed of members of
the Newcomers' Club, real estate agents, and town staff. The role of this committee
would be to gather information for the packet and to contact other relevant resources in
town. These resources could include student intems or student volunteers in exchange
for community service credit. It would be important that real estate agencies provide
their support and assistance. The Newcomers' Club might be asked to adopt this
undertaking as a community service project. Town staff would need to agree to provide
needed information.
Newsletters (and mailine inserts)
Several organizations in town already publish newsletters — some directed to a general
readership and some directed toward specific groups. (For example, schools, the Senior
Center, religious organizations, and the League of Women Voters publish newsletters
targeted to their constituents.)
We propose suggested current and pertinent topic additions to these newsletters that
identifies and discusses town issues. In addition, we recommend that the current town
practice of including inserts along with quarterly tax bills be continued and expanded to
provide timely information on issues before citizens. We suggest that a topic be
identified for each mailing and that each of these organizations address the topic in their
regular mailing. This would provide consistency of information and focus for citizens
regardless of their source of information. We recommend that any information published
in the newsletters also be included on the town website.
Rationale: This mechanism would help increase dissemination of information and
thereby increase communication. It could also serve to enable and reinforce civil
discourse.
Resources/funding: These would come from the current publishers of existing
newsletters.
Time frame: This mechanism could be implemented immediately
January 2005 9
Dependencies: Success of this mechanism would depend upon coordination among the
writers/editors/publishers of the various newsletters. Senior staff in town departments
would need to be involved so as to provide up-to-date and accurate factual information.
(For example, the DPW might wish to provide information on seasonal issues such as
leaf collection, holiday tree collection, etc.)
Action steps: It would be necessary to contact the various publishers and the webmaster
to secure their cooperation and to coordinate efforts. Representatives of the various
organizations and town staff would need to form a committee to discuss themes for each
mailing.
Politics in the Park
Many of our discussions about politics and politically charged issues take place in coffee
houses or restaurants in town, on the street, at the supermarket, and so on. The Task
Force felt it would be constructive to designate a central and regular location for such
conversations that would be open to all interested parties. We therefore recommend
establishing a regular meeting for discussion for town -wide issues. Sundays afternoons
from 3.30 — 5:00 P.M., once a month, seem an appropriate time for such meetings. Since
it would be important to hold these meetings in a central location, we recommend using
Cary Library In pleasant weather, meetings might be held on the Lexington Green.
Rationale: It is important to provide citizens with as many opportunities for discussion
of town -wide issues as possible. The organized forums and debates, held before elections
and override votes, are seen by some as too formal and too limited. While they provide
information, they do not necessarily allow for discussion. Politics in the Park would offer
people a chance to come together to share information, explore positions, and argue
points in a more informal setting. It would encourage respect for different opinions. We
recommend that each meeting have a focal issue for discussion and that there be a
moderator or facilitator to guide the meeting. Since this meeting would take place during
the day and be open to all, we see this as an opportunity to involve young people.
Teenagers and young adults, newly able to vote or approaching voting age, could use
Politics in the Park to learn about civics, government, politics, and political issues.
Resources/funding: Space in Cary Library would need to be available.
Time frame: This mechanism could be implemented immediately
Dependencies: The success of this mechanism would depend upon securing a location
for meetings. As of now, the Library could provide space on Sundays in 2005 (except for
May 15, 2005). An organizing committee and moderators/facilitators would need to be
identified. Promotion of the mechanism, through advertising in local newspapers,
newsletters, and the town website, would be necessary
Action steps: We recommend that a committee be formed with representatives from the
Board of Selectmen, Chamber of Commerce, School Committee, and League of Women
January 2005 10
Voters. This committee would then be charged with identifying relevant issues and
promoting the meetings.
Precinct Meetings and TMMA Communications Groun
Discussion with Hank Manz, current Chair of TMMA, and Deb Strod, member of the
TMMA Communications Group, revealed that the goal of the Communications Group is
to increase the dissemination of information through two primary means: holding two
Town Meeting representative -led precinct meetings each year and making minutes of
meetings available to all citizens. In the case of the former, the intention is to make
these meetings available to all members of each precinct and to invite the neighborhood
associations. In the case of the latter, volunteers would attend board and committee
meetings and provide `unofficial' minutes. Mr. Manz and Ms. Strod noted that the
website for Stand for Children already includes such minutes.
This task force recommends support for the efforts of the Communications Group and
encouragement of additional precinct meetings to be held whenever neighborhood issues
arise.
Rationale: This mechanism would provide the opportunity for more people to gain more
access to more information. These precinct meetings (and neighborhood association
meetings) would provide a means by which those not comfortable using the town website
or those who wish more information than a newsletter might provide can receive
information and participate in town discussions.
Resources/funding: These would include volunteers willing to be responsible for
organizing meetings and serving as minutes -takers. Funds might be needed for items
such as refreshments at meetings or advertising of meetings. Meetings should be
advertised in The Minuteman and other local newspapers.
Time frame: This could be implemented immediately
Dependencies: Success would depend upon coordination with the Communications
Group and interest among volunteers in precincts.
Action steps: These would include contacting the TMMA Communications Group to
determine their actions and progress thus far, and to discuss coordination efforts in
precincts.
Town Day
Lexington Town Day would be an event that combines a street fair, Discovery Day
activities, town department Open Houses, and Lexfest. Activities might include
merchant and food sales, political/government information booths, a craft show and sale,
and celebrations of different.cultures. We recommend closing traffic in the center of
town from the Waltham Street/Mass Ave. intersection through the Battle Green area.
January 2005 11
This event could be held on the Saturday of the Memorial Day weekend and a weekend
day in October
Rationale: A large-scale event, in the center of town, would bring many elements of the
community together to take part in interesting and diverse activities. It would highlight
the variety of interests and talents among our citizens and the things in which people and
organizations in town participate. It would provide an opportunity for people to share
pleasant experiences,
Resources/funding: These could be the combination of what is already being spent on
the separate events of Discovery Day and Lexfest. Combining resources/funding would
likely save money and a combined event might yield even greater organizational
participation. Sponsorship might come from town merchants and organizations as they
would be "repaid" through sales and advertisement during the event.
Time frame: This event could be held as early as October 2005
Dependencies: Success might depend, in part, upon consultation with other
communities hosting similar events to learn about the issues they face and their
procedures for success. It would be necessary to find someone to lead the coordination
effort and chair an organizing committee,
Action steps: A first, and critical step, would be to have all parties involved in this event
agree to the combined effort. It would be important to emphasize that a single large
event would draw greater attention to and would increase the number of participants at
each separate program. Secondly, a planning committee would need to be established,
with an identified chair of the committee.
Website
An accurate and up-to-date town website would provide the town and its citizens with
two-way communication. After reviewing websites from other towns in Massachusetts,
this Task Force identified several key elements of a `good' website.
We recognize that a successful and useful website cannot be developed and implemented
in a brief period of time. Therefore, we have grouped the key elements according to their
priority
Priority 1 should be given to:
• FAQs (Frequently Asked Questions)
• Links to committee chairs/members
❖ Information regarding structure of town government
• An organizational chart, with hyperlinks
❖ A calendar of events, with hyperlinks
❖ A list of volunteer opportunities and contacts
January 2005 12
Priority 2 should be given to:
C. Forms and the ability to fill them out and send them electronically
Priority 3 should be given to:
• Search function
❖ Street maps, using GIS
Priority 4 should be given to:
❖ Newcomers' page
❖ Targeted group information (e.g., seniors, disabled, youth)
••• Links to community organizations
Priority 5 should be given to:
❖ A history/community profile
❖ Laws and regulations, with links to appropriate departments for interpretation
❖ Emotion -neutral background and factual information about current issues
❖ Voting information, including sample ballots
Rationale: The website would increase access to information about the town for all
citizens. It is a more or less self-service mechanism that can be used by anyone with
access to a computer and the Internet, at any time of day or night. It would increase the
connections between citizens and the town with an economy of effort and time on each
part. It would also serve to reduce the frustration expressed by some citizens with their
perceived inability to get needed information.
Resources/funding: These include a committee of those with interest in and/or
knowledge of website design and a webmaster, or someone able and willing to maintain
the site. We recommend that this person be a town employee. Town employees would
have more ready access to information and would more reliably be able to update the site,
providing the continuity needed to maintain the integrity of the site. In addition, some
fundraising may be necessary, and we suggest that private companies, especially those
focused on web development and maintenance, be contacted for support.
Time frame: It should be possible to develop a fully, or nearly, functional website
within one year. This would include establishing the initial planning committee, setting a
time frame for meetings, and implementing ideas.
Dependencies: The success of the website would depend upon the expertise and time of
those involved in planning and development. It would also depend upon some financial
resources being devoted to it. This could include paying for the services of a town
employee.
Action steps: The recommended action steps include: forming the planning and
development committee (to be constituted of town employees and town members, in
consultation with town boards and committees to ensure the accuracy of information);
securing needed funding; hiring (or designating) a webmaster; establishing a regular
meeting schedule; and committing staff time from each town department.
January 2005 13
Summary Matrix Goal I. To identify structural mechanisms that would be used to
enhance quality and quantity of information disseminated.
Identify structural
mechanisms that
can improve
communication
Gathering Place
[priority]
Last Night
Neighborhood
Associations
Newcomers'
Welcome Packet
• Organizing committee
• Financial sponsors
• Planning committee
• Financial sponsors
Leaders of the various
associations
Leaders of
Newcomers' Club
• Real estate community
• Minuteman
• Town Hall
• Volunteers
January 2005 14
IJet
• planning group formed
• project plan completed
(should include
measures of success
including: attendance;
average cost/revenue;
number of programs;
participant satisfaction)
• opening of Gathering
Place
• planning group formed
• project plan developed
• event held
• # of participants
• % of cost recovered
through sale of buttons,
etc.
• % rating event positive
on various dimensions
(e.g., informative, well-
run, fun)
• guidelines drafted
• # of associations
adopting guidelines
• packet designed and
produced
distribution
plan/mechanisms
developed
• # of packets distributed
• cost per packet
• % of positive feedback
Newsletters
(and mailing
inserts)
Politics in the
Park
Precinct
Meetings
• Town Hall (members
of senior staff in every
department)
Groups that publish
newsletters (e.g.,
school groups, Senior
Center, religious
organizations, League
of Women Voters)
• Representatives from
• BOS
• Chamber of
Commerce
• School Committee
• League of Women
Voters
• Members of precincts
January 2005 15
act
# of mailings
containing
community
information
# of residents
reached per mailing
• cost per mailing
• # of responses to
requests for
feedback (e.g.,
evaluations,
surveys)
planning group
formed
project plan
completed
• operating group
created
• first event held
• schedule developed
for future
participation rate
charted
% of participants
rating events
positively
• schedule developed
• # of precincts
holding at least one
meeting each year
# of people
attending meetings
% of participants
rating meeting
useful
TMMA
Town Day
Town Website
[priority]
wT.
Members of precincts
• Lexfest participants
• Discovery Day
participants
• Webmaster
• Volunteer committee
of those with interest
in and/or knowledge
of website design
Summary of Time Frames
• Schedule developed
• # of precincts
holding at least one
meeting each year
• # of people
attending meetings
% of participants
rating meeting
useful
planning group
formed
project plan
developed
• event held
• % rating event
positive on various
dimensions (e.g.,
informative, well-
run, fun)
Improvement plan
developed
• % of plan
implemented
• # of website hits
pre- and post -
implementation
Some of the recommended mechanisms for dissemination of information can be
implemented immediately; others will take more time.
Mechanisms that can be implemented immediately include:
• Inserts in newsletters and tax bills
• Development or improvement of neighborhood associations
• TMMA Communications Group and precinct meetings
• Newcomers' Welcome Packet
• Politics in the Park
• Initial work on the Gathering Place
January 2005 16
Th
J
Mechanisms that will take more time include:
• Full implementation of the town website
• Full implementation of the Gathering Place
• Town Day
• Last Night
Goal II. Identify mechanisms for encouranine the anuronriate forms of discourse
Community discourse involves several aspects, chief of which is communication.
Communication, like most human activities, comprises two primary parts which can be
summed up as "what" and "how" "What" refers to information. "How" refers to the
manner in which information is sent and received.
Much of the work of this Task Force focused on the "what" and discussion of
mechanisms for communication appears above. Identifying the "how" proved to be more
complex and difficult than identifying the "what" It is, likewise, more difficult to
evaluate the effectiveness of the suggestions we have for improving the "how" on an
objective level.
First, though, it is important to describe that to which we are referring. There was
agreement among many of those Task Force members who have been in town for more
than a few years that there has been a marked deterioration in civility While we
recognize that this is not a phenomenon unique to Lexington, we experience the
unpleasantness here. The willingness to ascribe ulterior motives to actions by elected
officials, the unwillingness to recognize that a difference of opinion does not
automatically mean that one party is right and the other wrong, and the difficulty in
developing a sense of the needs of the community as a whole are examples of what we
are trying to define. Each of us has had some experiences in which we were observers or
participants in unpleasant, if not downright nasty, situations that left us feeling hurt,
angry, confused, sad, or some combination of these.
Here is a hypothetical example of such a conversation between neighbors. The issue
being discussed was a real and controversial one. We are using it simply as an example
of how people can deal with each other, not with any intention of raising it for further
debate. Despite its being hypothetical, this kind of conversation occurs too often in
Lexington.
John: How are you planning to vote on the PAYT referendum?
Bob: That Board of Selectmen! Who do they think they are? They think they
can get one over on us. They didn't even let us comment about it. I
expect free trash pickup, and that's what I'm going to get.
John. I never see you put out any recycling, and you're making my taxes stay
high because we have to pay so much to the trash disposal. If you'd
recycle, the fees wouldn't keep going up, and we wouldn't have to keep
raising taxes to pay for other services.
Bob: Why should I recycle? I've lived here for 40 years and we never did it
before. It's too much of a problem for me. Besides, it's the schools that
January 2005 17
are making the taxes so high. Why should I vote for overrides? My kids
are all through with school.
John: You can't complain about taxes going up if you don't make any effort to
keep them down. You're really not being much of a community
supporter.
Depending on your perspective, it is easy to see one or the other of these neighbors as the
bad guy Looking at the conversation, though, it is not difficult to see that each of them
helped to make it become increasingly unpleasant. The following is an example of how
the conversation could have gone if each party had assumed that the other had the good
of the community at heart, or could simply see the situation from the point of view of the
other.
John: How are you planning to vote on the PAYT referendum?
Bob: Even though there were meetings about it, I didn't feel like I got enough
information, and it was hard to understand it all, so I'm voting against it.
John: The impact on our taxes would be pretty dramatic, since the costs for solid
waste disposal are so high. We could sell excess tonnage to other
communities and make money rather than spending it.
Bob. I still feel trash pickup should be free. That's what the bylaws say The
schools take up too much of the taxes. Wee should take a look at how
effectively the money is being spent. I'd like to see whether our taxes are
being spent properly before you ask me to support PAYT I'll bet there's
some money that we could save in other departments. If we do that and
prove that there's no waste, I'll consider supporting PAYT, but I don't
believe it now
John: No one has done an audit, but I don't think there's much money being
wasted. I support raising taxes when I think they're needed, but I agree
that we should look at how we're spending money more carefully
The outcome is the same. John will vote to support PAYT and Bob will vote against it,
but the tone of the interaction is different. In the second example, a personal attack and
an assumption that some group is trying to trick the citizenry have been replaced with an
acceptance of personal responsibility for obtaining information. It is easier to take
responsibility and speak respectfully when thinking before speaking. There is a
difference between free speech and appropriate speech, and we need to remind ourselves
and others about that difference.
Why does it feel as though the sense of community has diminished recently? We realize
that Lexington has become an increasingly diverse town in recent years. Assumptions
that everyone felt similarly about issues, if they were ever true, are less likely to be true
now than before. People may be less willing to sit quietly when they are upset than they
once were, although some fear speaking because they believe they may be recipients of
personal attacks. A stressful economic situation, on personal and public levels,
contributes to entrenchment in one's beliefs and a reluctance to accept that there is more
than one way to view an issue.
January 2005 18
There are overt and subtle ways in which people make communication difficult.
Labeling ourselves verbally or by other means, such as wearing political buttons, is
subtle. [We are not advocating that people avoid wearing buttons, or that they cease
placing bumper stickers on their cars, or putting signs on their lawns. We are trying to
point out that there are ramifications of our speech or actions that may not be obvious at
first glance ] Immediately introducing oneself to a new acquaintance as liberal,
conservative, progressive, mainstream, middle-of-the-road, Democrat, Republican,
Green, can leave the other on the defensive. Using terms that are racist, homophobic,
sexist, or prejudicial about another's religion is overt. Hateful speech can make others
reluctant to speak out, and when they do, it may be difficult for them not to speak with
anger or hurt directed toward others. Both overt and subtle forms of communication,
when they are perceived as distancing, can leave the other person feeling left out. Getting
to know one another without labels takes time, but taking the time may avoid some of the
sense of the need for defensiveness.
How can we go about changing the level of discourse? There are some efforts that can
only be made by individuals, but there are several that we can make as a community
• Make sure that people are informed about issues. The more informed people are,
the more likely it is that they will communicate on an objective, civil level. The
mechanisms for dissemination of information discussed above under Goal I will
contribute to an informed citizenry
• Focus on the objective of the conversation. Consider how the manner of our
speech or writing will further our ability to get what we want.
• Insist upon civil behavior at all public meetings. Meetings should be run so that
acceptable behaviors are understood by all present. At the beginning of each
meeting, the chair should confirm that every member agrees to abide by the
guidelines for civil discourse, and that audience members will be expected to do
so as well.
• Avoid identifying guidelines with "No Place for Hate" Regrettably, the name
itself seems to inspire some anger. Instead, incorporate and support the guidelines
for civil discourse. The comments made by Town Moderator at the beginning of
Town Meeting are an excellent source for guidelines.
• As individuals, encourage civil discourse by modeling it to others and by letting
others know that we are uncomfortable with comments that belittle or denigrate
others, whether they are overtly hostile or subtly condescending.
As mentioned at the beginning of this report, we recognize that dealing with how we
relate to one another is arguably the most difficult of the tasks at hand. Nonetheless, we
see it as critical to developing the ability to see ourselves as one community and the
ability to collaborate to make sure that we address the needs of the whole community
January 2005 19
To achieve the goals just identified, we propose two specific mechanisms. A summary
matrix of these mechanisms, including actions to be taken, suggested participants for
each action, and proposed measures of success for each action, follows discussion of each
of the suggested items.
How-to Manual
We propose that a manual outlining how to run meetings and detailing rules for civil
discourse be written and distributed to all committee, commission, and board chairs and
members. Much of the information to be contained in said manual already exists in other
documents (e.g., the booklet from town for new committee members).
Rationale: While we have all participated in meetings and have a sense of how meetings
run, we don't necessarily know how to run meetings efficiently and effectively The
manual should outline tasks and goals and provide practical suggestions for successful
leadership. In addition, by providing rules for civil discourse, the manual would help
ensure that those serving in public roles follow and model appropriate behavior and
would offer support for the chair in his/her exercise of control and maintenance of
civility
Resources/funding: A committee should be formed to review existing documents and
write a new manual. There would be costs associated with printing the manuals.
Time frame: Commencement of this task should begin immediately There is an urgent
need for this manual.
Dependencies: Successful use of this manual will depend upon the importance and
value attached to it by members of the Board of Selectmen and School Committee. As
the two primary groups of leaders in town, the attitudes and behaviors of members of
these groups will be critical.
Action steps: The first step would be the formation of the above-mentioned committee.
Training
The Task Force recommends that a training program be established to supplement the
manual. This training could serve to reinforce and/or explain information contained in
the manual. At first, this training should be made available on an annual basis, but the
goal would be to offer the training on a semi-annual basis.
Rationale: Written information, in the form of the manual, is important, but it is not
sufficient. People need an opportunity to discuss information, ask questions, and practice
techniques.
Resources/funding: Hiring a trainer can be an expensive proposition. (Grant money
may be available for this as it was for diversity training for town employees.)
Fortunately, we already have trainers, or people trained as facilitators. Those who have
January 2005 20
performed as facilitators in Study Circles could serve as initial trainers and teach others to
become trainers for future sessions. We are also fortunate to have residents in Lexington
with backgrounds as negotiators and with expertise in issues such as cultural differences,
individualism vs. collectivism, and forms of communication.
Time frame: The training, along with the manual, should be implemented immediately
The sooner we begin to focus on the "how" of civil discourse, the sooner we can, as a
community, begin to behave with civility toward one another
Dependencies: The success of the training, as with the success of the manual, will
depend upon the support of key leaders in town.
Action steps: Contact Study Circle facilitators to obtain their support and agreement to
participate in this endeavor. Establish a committee to identify the content of training
sessions and organize the sessions. It would be beneficial to have the manual ready, and
read by affected parties, prior to training.
Summary Matrix Goal H. Identify mechanisms for encouraging the appropriate forms
of discourse.
Identify
mechanisms for
encouraging
appropriate
forms of
discourse
How-to manual
(should include
information on
how toruna
meeting and how
to follow/enforce
guidelines for
civil discourse
Training
sessions
[priority]
• Volunteer committee
of
a) those interested in
and/or knowledgeable
about relevant
information
b) those with writing
skills
• Members of No Place
for Hate campaign
• Chairs of committees,
boards
Members of
committees, boards
Facilitators from Study
Circles to provide
training to participants
and to train other
facilitators
January 2005 21
organizational group
formed
• manual written
• manual distribution
• cost/manual
• % evaluating manual
positively
• program prepared
• first training held
• # of participants
trained
• cost/participant
• % evaluating
training positively
• development of
mechanism for
ongoing training
Summary of Time Frames
Mechanisms that can be implemented immediately include:
• Preparation of the manual
• Training of committee and board chairs
Mechanisms that will take more time include:
■ Training of committee and board members
We recognize that we cannot expect that suggested mechanisms for encouraging
appropriate forms of discourse will necessarily alter behaviors to the degree desired. As
William Graham Sumner said, "stateways do not make folkways" In other words, it is
not useful to try to legislate appropriate behaviors because folkways (group habits
common to a culture) are impervious to such legislation. However, we believe that a
manual that refers to appropriate behaviors and training of individuals who serve on town
committees and boards can lead to modeling of appropriate behaviors by members of
those committees and boards that may, ultimately, alter the culture of discourse among
citizens generally
January 2005 22
Conclusion
We are fortunate to live in a community rich in heritage and diversity Sometimes,
however, that heritage and diversity get the better of us and we become a community of'
dissension. The many and varied talents of our residents should serve to bring us
together and make us better. Too often, however, they tear us apart and make us less than
we want to be, or can be. Members of this Task Force believe that there are mechanisms
that can be put in place that would, while not eliminating the dissent and tensions
entirely, serve to reduce them. The suggested improvements we deem most important,
and those to which we believe priority should be given are training for committee and
board chairs and members; development of an improved town website; and creation of a
Gathering Place.
The two key elements of constructive community discourse, as identified by this Task
Force, are the "what" (dissemination of information) and "how" (forms of discourse) of
communication. As indicated in the narrative above, the "what" turned out to be easier to
address than the "how" Elements of the "what" are more concrete and tangible. We can
specify mechanisms that aid in the dissemination of information. We can specify what
should be included in that information to enhance its content and usefulness. The ability
to objectively specify "how" we communicate with one another (critical to constructive
discourse) is more elusive. Clearly, certain components are necessary for productive
conversation and these include an ability to listen to the other, an open mind, and an
inclination toward respect for and tolerance of the position of the other. While we cannot
legislate these, we can identify mechanisms that will aid in the development of these
fundamental qualities.
Members of the Task Force believe we have drafted a workable plan for forging
constructive community discourse. For the desired outcome to be attained, commitment
on the part of the three Boards to which the 2020 Committee reports will be required.
January 2005 23