Bridging Divides: Tools for County Leaders to Overcome Division and Foster Collaboration

Very few people get out of bed in the morning wondering how they can make the world a worse place. Most people, most of the time, are doing what they believe is right. Whenever possible, approach conversations with the belief that the other person means well. This positive mindset helps create better interactions and sets the stage for improved relationships and collaboration.

Below are four practical strategies that county government leaders can use to shift their thinking about other’s intentions.

• Practice Empathy. Put yourself in the other person's shoes. Try to understand their feelings, motivations, and experiences. This can create a connection and help you appreciate their perspective.
• Practice Open-Mindedness. Approach conversations with an open mind, willing to consider alternative viewpoints. Avoid preconceived notions or stereotypes that may cloud your judgment.
• Avoid Jumping to Conclusions. As difficult as it can be, resist the urge to make snap judgments or assumptions based on limited information. Take the time to gather all the facts before forming opinions.
• Practice Patience. Changing perspectives and building understanding takes time. Be patient and persistent in your efforts to assume good intentions, even in challenging situations.

By immersing yourself in interactions with new people, events, and experiences, you can expand your sense of comfort and familiarity. This practice essentially involves moving towards discomfort and fear. If an individual has a negative opinion about gun owners, a visit to the local shooting range for lessons can be enlightening. For those with reservations about immigrants, attending a religious service at a congregation frequented by recent immigrants could be informative. Approach these events with curiosity and an open mind. The aim is not to change one’s mind but to foster understanding.

Four strategies that county government leaders can use to expand their thinking and experiences.

• Diversify Your Media Consumption. Consume news from sources with different political, cultural, and geographic perspectives. Look into independent and community-based media outlets that may offer different viewpoints than mainstream sources. 
• Diversify Your Social Circles. Attend events or join groups that bring together people with diverse backgrounds, interests, and beliefs. This could include community clubs, cultural organizations, volunteer activities, or visiting different faith communities and houses of worship. In professional settings, make an intentional effort to connect with individuals from different industries, backgrounds, and career levels.
• Travel and Explore. Travel to places with different cultures, food, languages, and perspectives. Exposure to new environments can challenge your preconceptions and broaden your understanding of others. Even within your own county, state, or community, there are diverse communities with unique perspectives. Take the time to explore and understand them.
• Educate Yourself in Different Perspectives. Explore literature from different authors, cultures, and historical periods. Enroll in courses or workshops that cover topics outside your usual interests.

Our views and actions toward others are influenced by stereotypes. Exposure to information challenging these stereotypes can lead to more positive perspectives and behavior. Start by recognizing the stereotypes that we form based on different groups of people. Be aware of where these assumptions come from and actively seek information that challenges these stereotypes. Instead of directly challenging the opinion of someone from a different group, ask about common misconceptions they face; ask about their experiences at work, in the community, or in their everyday interactions. Alternatively, expose yourself to counter-stereotypical information through news or content consumption.

Four practical strategies that county government leaders can use to promote counter-stereotypical information and narratives.

• Improve Media Literacy and Source Verification. Critically evaluate media content, question biases, and identify stereotypes. Actively share and promote content from reputable sources that challenge stereotypes, including articles, documentaries, or research studies that provide alternative perspectives.
• Engage with Content that Challenges Stereotypes. Actively seek out and share content that offers nuanced portrayals of different groups and perspectives on issues.
• Engage in Personal Reflection. Reflect on your assumptions. Ask yourself, “Why do I feel this way about the issue? Is there another way to think about the issue? Is the issue more complicated than I think?”
• Seek First to Understand. Start from the mindset that the other person’s perspective makes as much sense to them as yours does to you. That doesn’t mean that it is factually accurate or that you agree with it, but you do need to understand it to work together effectively.

People are often categorized into groups, such as conservative/liberal, young/old, White/Black/Brown, immigrant/citizen, or rural/urban. However, research suggests that when we focus on unique individual qualities and preferences instead, we feel less threatened by those who seem different. The key is to stop seeing others as anonymous group members and to see them as unique individuals, whom you are likely to find you have more in common with than you may have assumed.

Four practical strategies that county government leaders can use to focus on unique individual qualities and not group identities.

• Practice Curiosity and Open-Mindedness. Instead of making assumptions based on group identity, engage in conversations that explore individual experiences, preferences, and values. Ask open-ended questions that encourage people to share their personal stories. Set aside preconceived notions and judgments based on group labels and approach each person with an open mind, allowing them to define themselves as individuals.
• Identify Common Values. Look for commonalities beyond superficial group characteristics. Shared hobbies, passions, or goals can serve as bridges that connect people, transcending the limitations of group identity. Emphasize shared values that may exist across diverse individuals. Focusing on common ground can create a foundation for understanding and cooperation.
• Challenge Assumptions. Whenever you catch yourself or others making assumptions based on group identity, consciously challenge those thoughts. Remind yourself that individuals within a group can be vastly different from each other. Take the time to learn about diversity within different groups. Understanding the complexity of individual experiences within a given category can help dispel assumptions.
• Focus on the Uniqueness of Individuals. When discussing others, use language that emphasizes their individuality rather than their group identity. For example, say "John, who enjoys hiking and hunting," instead of relying on broad categories, such as “John, the Prius driving liberal next door.” Acknowledge unique individual experiences and avoid attributing characteristics to an entire group.

Finally, mindsets are a fundamental building block to bridging divides. They set up county leaders to engage in tough conversations, build relationships, and increase understanding with others. Solving shared problems across our differences requires a collaborative mindset that helps shift us away from typical “us vs. them” thinking, to thinking focused on problem-solving.

Below are several mindsets that county government leaders can use to increase the likelihood of bridging divides.

• Conflict Can Be Constructive. See conflict as an opportunity to learn and push thinking to a new level. When conflict starts to feel threatening, try to stay present, breathe, and refocus on your body.
• Everyone Gets the Benefit of the Doubt. Remember that negative intentions are rare and seek to understand who people are—their experiences, their values, and why they think the way they do—before passing judgment on them or their viewpoints. Ask yourself, “Why do I think they’re saying this?”
• Curiosity Is the Cure. Especially when you hear things that you disagree with or don’t fully understand, cultivate curiosity, and keep asking questions to learn more rather than just react. Ask yourself, “What am I missing?” Ask the other person, “Can you tell me more about that?” Then briefly summarize what you think you’ve heard and ask, “Did I get that right?” and “Is there more you can share about that?” Remind yourself that no one person or group holds all the answers to complex issues.
• Relationships at the Core. Stay focused on building quality relationships as a key to solving challenging problems. Spend time breaking bread and getting to know each other more deeply. Seek to identify shared goals, values, identities, and life experiences and focus on them. The stronger the relationships built; the more likely mutually beneficial solutions can be found.
• Seek Higher Ground. Strive to develop solutions that integrate the perspectives and meet the competing needs of everyone who has a stake in your problem. This enables you to develop solutions that don’t require anyone to relinquish their fundamental principles. Forget the “win-lose” paradigm and instead hold on to the belief that diverse parties can find answers of mutual benefit.

When people feel heard and understood, they’re more inclined to bridge differences with others. Active listening and tuning into someone's perspective is key to effective connection. Listening first promotes empathy and connection, particularly in challenging conversations in our daily lives. Remember that listening and understanding do not imply agreeing.

Six strategies that county leaders can use when listening.

• Quiet Your Mind. Listening well is harder than it sounds, and it’s especially hard when you’re broaching a topic you have strong feelings about. You can use various methods to quiet your thoughts. Some people work out, spend a minute or so taking deep breaths, or express their thoughts and feelings by writing or doodling in a notebook in the lead-up to difficult conversations. For some people, the practice of meditation or mindfulness is helpful.
• Listen for the Heart of the Message. People usually share facts, data, and demands because those things are more comfortable to talk about. They’re more hesitant to reveal their feelings, fears, and needs—the information you most need to understand the person, particularly when you’re amid conflict. It’s important to go slowly and ask multiple open-ended questions to draw out the speaker’s core concerns.
• Confirm You’ve Heard It Right. The active listening skill that gets used most often is reflection. It’s incredibly effective to reflect back, not word by word everything that was said, but rather the heart of the message—the feelings, needs, and concerns that you’re hearing and observing through your deep listening. To elicit the heart of the message you can say, “Tell me more,” and “Can you clarify what you mean?” This approach invites people to move from defensiveness to explaining their viewpoints, experiences, and motivations.
• Acknowledge Emotions. Recognize and affirm the emotions expressed by the speaker. You can say things like, "It sounds like that was really challenging for you," to convey understanding and empathy. You can also reflect back the heart of their message to show that you’ve heard their feelings.
• Ask Clarifying Questions. Ask questions to gain a clearer understanding of the speaker's perspective. Clarifying questions can help uncover the underlying emotions and motivations behind their words. Instead of making assumptions, inquire about any uncertainties or ambiguities in a non-confrontational manner. This shows your commitment to understanding their point of view. You can ask, “I normally don’t think about it that way, can you help me understand?”
• Resist Interrupting. Allow the speaker to finish their thoughts before responding. Interrupting can convey a lack of respect and prevent the person from fully expressing themselves. Embrace moments of silence, as they can allow the speaker to collect their thoughts and share more deeply. Silence can also be a powerful tool in conveying your openness to their words.

Having positive political conversations can be tough because we often stereotype people based on their views. However, if you first get to know the person as an individual and understand why they think the way they do, the conversation is likely to be more productive. There is often a temptation to dive into a political conversation, but for a more productive dialogue, it's better to initially avoid politics or other polarizing topics. Instead, learn about the person by asking questions that reveal stories and experiences.

Three strategies that county leaders can use to put people before politics.

• Listen to Personal Stories. Encourage individuals to share personal stories and experiences before delving into political discussions. This helps to humanize the conversation and build a connection based on shared humanity. Be open about your own experiences and perspectives. Vulnerability in sharing personal stories can create a more open and authentic environment for dialogue.
• Use Hedging Language. The issues and your views on them are complex. Recognize that you yourself may hold conflicting views. Avoid speaking in absolutes. Use words like “probably,” “sometimes,” or “maybe” rather than “always,” “definitely,” or “everyone.” This shows that you’re recognizing the other person’s views as valid and valuable. When giving your perspective it is also helpful to talk more about yourself—your own feelings, needs, values, and concerns—and less about the other “side” of the issue. Allow them to speak for themselves.
• Lead by Example. Model respectful and inclusive behavior in your interactions. Leaders who model these values set the tone for others to follow, fostering a culture of respect within the community or organization. When political or divisive discussions arise, focus on finding common ground while understanding that diverse perspectives enrich the conversation.

Recognizing the perspective of individuals from different groups and empathizing with their worldview fosters a deeper understanding and respect for their values. It diminishes the tendency to label them as outsiders or adversaries.

Three strategies that county leaders can use to understand the perspectives of others.

• Diversify Groups. Strive to enhance the groups you engage with by welcoming diverse perspectives. Embracing individuals from underrepresented backgrounds, as well as varied viewpoints, enriches discussions and offers valuable insights into the challenges and opportunities confronting county leaders.
• Ask Open-Ended Questions. Instead of immediately discussing issues, start by asking open-ended questions about the person's background, experiences, and interests. Show genuine interest in things including their hobbies, aspirations, and life experiences. This demonstrates a commitment to understanding the whole person, not just their views on a specific issue.
• Promote Respectful Environments. Foster spaces that prioritize respect for diverse perspectives. Encourage open dialogue where individuals feel comfortable expressing themselves without fear of judgment. Establish ground rules for discussions that emphasize respect, active listening, and the acknowledgment of individual experiences.

Even when individuals seem different, they typically have at least one thing in common. It could be a shared group, like Midwesterners, or a common role, such as both being parents. These shared identities often outweigh our differences. For instance, supporting different soccer teams doesn't matter as much as both being soccer fans. Instead of fixating on differences, focus on finding those common threads.

Three strategies that county leaders can use to find shared identities.

• Use Connecting Questions. Start conversations with open-ended questions that encourage individuals to share a bit about themselves. Questions like, "What informed your views on this issue?" or "What did you like about growing up in your hometown?" can uncover shared interests and experiences. These types of questions foster a relaxed and informal atmosphere, especially in the initial stages of interaction. This can make people more comfortable sharing personal aspects of their lives.
• Focus on Agreements. People have much in common, but this can be hard to notice when you’re focused on things about which you don’t agree. Highlight areas of agreement, no matter how small or obvious.
• Develop Cultural Awareness. Actively seek to understand the cultural backgrounds of the people with which you interact. This knowledge can help identify shared cultural traditions or values. While finding shared identities is crucial, leaders should also respect and appreciate the uniqueness of diverse perspectives and backgrounds.

When appealing to those with a different ideology, it’s important to find out what values matter to them. Research shows that humans have five shared moral foundations that are rooted in our evolution. They are care, fairness, loyalty, authority, and sanctity. This research suggests that people who identify as “liberal” typically prioritize care and fairness over loyalty, authority, and sanctity, while those who identify as “conservative” tend to be equally attuned to all five foundations. This difference in prioritization can help us understand that it is not that our perceived opposite is bereft of values but rather that they are prioritizing a different set of values. Understanding their values may help you communicate your opinions more effectively. Your goal shouldn’t be to change someone’s mind or convince them of something. Your goal should be to engage in dialogue with empathy and to develop an understanding of their perspective.

Three strategies that county leaders can use to understand the values of other people.

• Active Listening. As discussed previously, open ended questions can encourage individuals to share their thoughts, beliefs, and experiences. For example, inquire about their background, upbringing, or experiences that have shaped their values. Reflect back on what you've heard to ensure understanding and show that you value their perspective. If something is unclear, ask for clarification rather than making assumptions.
• Share Your Own Values. Challenge yourself to be vulnerable and be open about your own values and beliefs in a genuine and non-confrontational manner. This can create a space for reciprocal sharing and help establish common ground. Demonstrate transparency about your values and be willing to acknowledge the diversity of perspectives. This can set the stage for constructive dialogue.
• Moral Reframing. People typically craft arguments based on their own moral convictions rather than the convictions of the people who have concerns about the issue. The practice of moral reframing is framing an issue in a way that is consistent with that individual’s moral values. For example, a liberal person who supports immigration on the moral grounds that many immigrants suffer harm in their home countries might address a conservative person’s concerns about immigration by framing immigration around the moral principle of patriotism due to the contributions immigrants have historically made to our country and economy. To practice moral reframing explore other person values and think about how you can address those values while holding true to your own.

Create the conditions for intergroup contact. Research has shown that under the right conditions contact between groups can lead to a range of positive outcomes, such as reduced misperceptions, increased empathy, and improved intergroup relations. Positive contact experiences are particularly effective when they provide opportunities for individuals to see each other as individuals rather than as representatives of a particular group. In the context of problem-solving, bringing together diverse groups is important because it can harness the collective intelligence and creativity of individuals with different perspectives and backgrounds. This often leads to a broader range of ideas and more innovative solutions. Effective contact can break down barriers, build trust, and create a foundation for collaborative problem-solving.

Four strategies that county leaders can use to create intergroup contact.

• Convene and Facilitate Meetings. Create spaces for open dialogue within teams and communities to challenge misconceptions. Encourage individuals to share their experiences and perspectives to foster understanding. Encourage people to share personal stories that defy stereotypes.
• Support Public Spaces and Facilities. Create public spaces and facilities that are accessible and welcoming to people from all backgrounds. This can involve designing and opening libraries, parks, community centers, and recreational facilities that encourage community engagement.
• Identify Shared Problems. Identifying common problems is essential to intergroup contact because it facilitates cooperation, reduces divisions, and promotes positive relationships by highlighting commonalities. When groups recognize that they face similar challenges or issues, it can foster a sense of solidarity and mutual understanding.
• Bring People Together. Attend events or initiatives that intentionally bring together people from different viewpoints. Engaging with individuals from different backgrounds provides an opportunity to learn about their values and perspectives. These activities can enhance your ability to better navigate tough conversations and solve collective problems.

When people from different groups identify a goal that they share, and they recognize that they need to work together to achieve that goal, they’re capable of putting aside their differences to come together, replacing distrust with a spirit of goodwill. Though individuals and groups may have disagreements, look for the goals that they have in common and try to highlight these common goals when the groups come together in dialogue.

Two strategies that county leaders can use to identify common goals.

• Organize Joint Projects. Create opportunities for individuals from different backgrounds to collaborate on projects or initiatives aligned with common goals. Working together on tangible tasks can build a sense of unity. Implement frameworks that emphasize creativity, collaboration, and a focus on finding practical solutions.
• Frame Discussions Around Common Goals. Emphasize the shared goals or objectives that everyone in the group can rally around. This helps to redirect the focus away from individual identities toward collective aims. Reinforce the department’s or community's mission, emphasizing how working together toward common objectives can bring about positive change.

It’s important to not focus on the identities someone brings with them into a conversation. Instead, after spending time building a relationship with the person, focus on the issues affecting the organization or community and share ideas for solutions. This is an especially useful activity when bringing together people from different, seemingly "opposing” groups. They might be inclined to focus on the other person’s identity—they’re Republican, she’s Muslim, he’s Latino—and make all kinds of assumptions based on that identity, putting themselves on edge before the interaction even begins. Whether county leaders are facilitating this conversation— or participating in this conversation—their goal is to transcend those assumptions as quickly as possible, and instead surface the issues that matter to each person—and the solutions that they have in mind.

Four strategies that county leaders can use to focus on solutions.

• Use Neutral Language. Be mindful of language that may be associated with specific identities or groups and could trigger preconceived notions. Use neutral and respectful language to ensure that discussions center around the issues at hand rather than reinforcing stereotypes. Present issues in a way that emphasizes their universal impact, ensuring that everyone can relate to and understand the broader implications.
• Encourage Solution-Oriented Discussions. Prompt discussions by asking participants to share their ideas for addressing specific challenges or achieving common goals. This encourages a forward-looking, solution-oriented mindset. When issues arise, guide conversations toward problem-solving rather than assigning blame. This helps maintain a positive and collaborative tone.
• Highlight Success Stories and Best Practices. Showcase success stories or best practices where different groups come together to successfully address challenges. This serves as inspiration and demonstrates the potential for collaboration beyond individual identities. Acknowledge and celebrate the achievements resulting from collaborative efforts. Positive outcomes reinforce the importance of focusing on solutions and can create a culture that values collective success.
• Create Safe Spaces for Dialogue. Provide safe and inclusive spaces where individuals can openly share their perspectives. These can include town hall meetings, community dialogues, closed-door discussions, or workshops focused on fostering understanding and collaboration. Ensure that discussions are facilitated to maintain a respectful and constructive atmosphere. Use ground rules (Appendix C) that promote active listening and discourage dismissive behavior.

These intrapersonal, interpersonal, and intergroup strategies can be applied in all settings where there is division, and especially to help county leaders address conflict and divides within the county Board, between the county and other levels of government, and between county government and communities. They not only prepare county leaders to engage in challenging dialogues, but these strategies can also improve trust and problem-solving between communities and county leaders.

As discussed above, mindsets are critical to bridging divides and solving problems. It’s important that participants enter the collaborative problem-solving process seeing conflict as an opportunity, giving others the benefit of the doubt, being curious, empathic, and open, and prioritizing relationships over winning. 

Groups are powerful. Collaborative problem-solving leverages the diversity of skills, experiences, and viewpoints within the group. Different perspectives lead to more innovative and comprehensive solutions.

Dialogue is a cooperative conversation where individuals engage in an open exchange of ideas and emphasizes understanding, listening, and a willingness to explore various perspectives. Debate, on the other hand, is a competitive conversation where individuals defend their positions and seek to win or prove a point. The focus is often on highlighting differences and showcasing one's viewpoint as superior.

Collaboration allows departments to pool their expertise and resources, enabling a comprehensive approach to problem-solving. Many issues faced by communities often require multi-faceted solutions that cut across various departmental boundaries. When departments collaborate, they can address complex challenges more effectively by considering different perspectives and approaches.

Working together facilitates the sharing of resources, information, and best practices. This not only maximizes efficiency but also reduces redundancies in efforts, time, and costs. Departments can leverage each other’s strengths and resources to achieve common goals more effectively.

Interdepartmental collaboration can enhance service delivery to the public. When departments work together, it often leads to more streamlined and coherent services for citizens. A coordinated effort can reduce bureaucratic obstacles and provide a more seamless experience for those accessing various government services.

Collaboration encourages innovation. When different departments come together, it creates an environment that fosters the exchange of ideas, leading to innovative solutions that might not have been conceived within the confines of individual departments. Diverse perspectives often spur creativity and new ways of approaching problems.

Collaborating across departments ensures that policies and initiatives are aligned and integrated. This helps in avoiding conflicting strategies or goals and ensures that different departments are moving in the same direction, reinforcing the overarching objectives of the county government.

Different levels of government control various resources, including funding and workforce. Collaboration ensures that resources are allocated efficiently and effectively to address the diverse needs of a community. For example, the state or federal governments may provide financial assistance, guidance, or expertise that can significantly benefit county-level initiatives.

Collaboration helps in aligning policies across different levels of government. Policies created at the federal or state levels may need to be adapted or implemented at the county level to ensure they are relevant and effectively address local issues.

Many challenges faced by communities require a unified and coordinated approach. Issues such as public health crises, disaster response, and infrastructure development often span multiple jurisdictions. Collaboration ensures that government entities work together to tackle these challenges in a comprehensive manner.

Collaboration helps in avoiding duplication of efforts and resources. When different levels of government work together, they can share information, coordinate programs, and prevent redundancy. This enhances overall efficiency and reduces the burden on taxpayers.

Citizens often interact with various levels of government for different services. Collaborative efforts ensure consistency in service delivery, making it easier for citizens to navigate government processes without encountering conflicting information or procedures.

State and federal governments often provide funding for specific programs or projects at the local level. Collaborating with different levels of government allows county governments to access these funds, contributing to the overall development and well-being of the community.

During emergencies, whether natural disasters or public health crises, effective collaboration between different levels of government is vital. Timely and well-coordinated responses can save lives and mitigate the impact of such situations.

Collaboration fosters an environment for policy innovation. Local governments can share their experiences and innovative solutions with federal and state counterparts, leading to the development of better policies and practices at all levels.

Engaging the community in decision-making processes builds trust and transparency, demonstrating that county leaders value the input and opinions of its citizens.

Gathering diverse perspectives through engagement helps make well-informed decisions that better reflect the community's needs and aspirations.

Engaging with the community is a way for government to hold itself accountable and ensures that it is responsive to the concerns and needs of the people it serves.

Community engagement allows for diverse voices and perspectives, ensuring that policies and services represent the entire community.

Involving the public early in the policy-making process increases the chances of successful implementation, as it addresses potential issues and garners support.

Engaging the public empowers individuals and communities to take an active role in their own governance and be part of the decision-making process.

Through engagement, county governments can build stronger connections within communities, fostering relationships and networks that improve civic life and collaboration.

Community engagement often leads to innovative ideas and creative solutions that might not have been considered within the confines of traditional government structures.

Engaging with communities early can help identify and address potential conflicts, mitigating issues before they escalate.

Engaging the community in discussions related to infrastructure, development, and sustainability initiatives ensures that these projects align with the long-term interests and goals of the community.

Interacting with communities and bridging divides requires an assessment of the current relationship between county government leaders and community parties. The assessment can be completed by using a tool like the Community Engagement Assessment Tool or through less formal methods, like soliciting the perspectives of volunteer commissions and trusted institutional leaders.

Planning is the first critical step in any community interaction or bridging initiative. The purpose, goals, timelines, and assignments should be identified during the planning phase. These elements will help to drive the engagement initiative and set-up the engagement team for success. 

It is important that any community interaction or bridging initiative be inclusive of all voices in the community, especially those with unique, underrepresented, and divergent viewpoints. 

Interacting with communities and bridging divides is a two-way relationship. The county government needs support from the community to do its job, and the community needs the county government to provide vital services. This means that the county government and the community must partner to solve problems for the common good. 

A key element of any community engagement or bridging initiative is listening. County government leaders can best serve the community by identifying the issues and concerns that are most important to them. Listening not only creates deeper understanding of the issues, but it builds trust and rapport between community members and county government leaders. 

Community engagement is centered on a dialogue process. It is not a debate, a presentation, a speech, a forum, nor a town hall. Dialogue is a cooperative conversation where individuals engage in an open exchange of ideas and emphasizes understanding, listening, and a willingness to explore various perspectives.

County government leaders should be prepared for action. Communities expect the government to solve problems and solving problems requires action. Dialogue is a great way to help county government leaders understand the issues and action builds trust. 

Community engagement and bridging divides should be a sustained practice and ultimately baked into county governments’ culture. It is not a one-time event or program; rather, it is a series of events that demonstrate a commitment to building trust with the community. 

Why is the county engaging the community? What are the desired outcomes of the engagement efforts?

What is the level of community engagement needed for a project or policy that needs community input?
Process. What type of community engagement process will be used?

Who are the parties that need to be at the table? What county departments need to be involved? What community organizations, groups, advocates, or others need to be invited? How will county leaders get access to hard-to-reach communities? Who are the decision makers? When will the decision be made?

Where will the meetings be held? When will the meetings be held? What types of special accommodations are needed? How will the meetings be recorded? How will the meetings be promoted?

What are the timelines and key milestones of the project or policy that need community input?

Compile a comprehensive list of all potential parties related to the project or initiative. This includes individuals, groups, organizations, or entities directly or indirectly affected or involved.

Assess the influence, interest, impact, and level of involvement of each party. This analysis can be qualitative or quantitative.

Categorize parties based on their level of influence and interest in the project. This helps in determining who requires the most attention and engagement.

Develop tailored strategies to engage with each party effectively, considering their interests, concerns, and communication preferences.

Historically, the government has hosted community events or meetings at government facilities. In general, this “come-to-us” approach doesn’t work. County government leaders should work with community leaders and organizations to identify the places where the community is already gathering and host events in those spaces. This “go-to-the-community” approach is more likely to generate a diverse audience and demonstrates a higher level of commitment to listen to all voices than traditional approaches.

Develop and co-deliver community awareness training in collaboration with community leaders and recognized community organizations. Invest in training for government employees involved in community engagement efforts. This training should extend beyond basic awareness to include a deep understanding of the cultural nuances, values, and traditions of the specific communities being targeted. Community awareness fosters trust and helps ensure that engagement efforts are respectful and relevant.

Collaborate with community leaders to create community-driven initiatives that empower local leaders and organizations within hard-to-reach communities. This approach ensures that the community's unique needs and aspirations are central to the engagement process, fostering a sense of ownership and sustainability.

Utilize a variety of communication channels, including multilingual materials, culturally sensitive messaging, and platforms that resonate with the community. Ensure that information is accessible and understandable to all, considering factors such as literacy levels and technological access.

Create safe spaces for dialogue that respect the diversity within hard-to-reach communities. Acknowledge and celebrate different perspectives, experiences, and identities. This principle involves actively addressing barriers and ensures that engagement efforts are designed to be welcoming and affirming for all community members.

Engagement should not be a one-time effort but an ongoing, iterative process. Invest in sustained dialogue, collaboration, and trust-building. Consistent presence and active listening help government leaders understand the evolving needs of these communities and adapt policies and programs accordingly.

Recognize the geographic challenges of rural communities and implement mobile outreach services. This could involve creating mobile offices, clinics, or community centers that can travel to different rural areas on a regular schedule. Bringing government services directly to these communities can overcome barriers related to transportation and accessibility.

Establish formal community liaisons in county government responsible for creating partnerships with local community organizations, leaders, and influencers well-connected within rural areas. These partnerships can help bridge the gap between government entities and rural residents, leveraging existing trust and networks.  

In many rural areas, traditional communication channels such as community bulletin boards, local newspapers, and radio stations play a significant role. Invest in advertising and outreach through these channels to disseminate valuable information about government programs, services, and initiatives. This can be particularly effective in areas with limited internet access.

Organize meetings at gathering places in rural areas, such as houses of worship, libraries, schools, businesses, and community centers to provide residents with opportunities to voice their concerns, ask questions, and engage with county government leaders. Additionally, conduct outreach at community events to proactively improve relationships. These gatherings can foster a sense of community and allow government officials to better understand the unique needs and priorities of rural communities.

Improve infrastructure, including roads and internet connectivity, to make it easier for rural residents to access government services and information. Enhancing digital infrastructure can facilitate online engagement while improving transportation infrastructure can make it more feasible for residents to attend in-person events and access government facilities.

Schedule a series of face-to-face meetings with community leaders and members to provide an overview of the community engagement process.

Physical postcards can be distributed to specific neighborhoods or areas to ensure direct communication.

Formal letters may be sent to key parties, providing detailed information about the project and how it may affect them.

Utilize both internal distribution lists and external distribution lists to reach a wider audience.

Leverage various social media platforms, like X (formerly Twitter), Facebook, and LinkedIn, to engage a diverse audience, sharing updates and relevant information.

Consider the use of temporary signs, such as variable message signs along roadways, to capture the attention of passersby.

Issue press releases to local media outlets to ensure wider coverage and dissemination of project details. It’s important to ensure that the outlets serving non-English speaking communities are also included in the press release dissemination.

Request communication support from credible community messengers, such as faith leaders, Chambers of Commerce, advocacy organizations, service organizations, and others, to deliver information about the project and need for community input.

Facilitators bring an unbiased perspective, ensuring that the meeting is led without favoring any specific viewpoint.

Facilitators actively encourage participation from all community members, including those who might be less inclined to speak up. Also, by minimizing dominant voices from overshadowing others, facilitators contribute to a more inclusive decision-making process.

Facilitators help design and adhere to meeting agendas, ensuring that discussions stay focused on the main topics. They also assist in managing time effectively, preventing meetings from running over, and respecting participants' time commitments.

Facilitators assist in synthesizing information presented during the meeting, helping the community make well-informed decisions. Through their guidance, facilitators foster a sense of ownership among community members, making the decision-making process more participatory.

Facilitators address conflicts constructively, turning them into opportunities for understanding and collaboration. Effective conflict resolution contributes to building trust among community members and between the community and government leaders.

• Objective Alignment: Facilitators work closely with county leaders to understand the objectives of the community meeting and align their facilitation approach accordingly.
• Customization: They tailor meeting formats and processes to meet the specific needs and expectations of the community.

• Creating a Safe Space: Facilitators establish ground rules that promote respectful and inclusive communication, creating a safe space for all participants.
• Encouraging Participation: Ground rules may include guidelines for ensuring that everyone has an opportunity to speak, preventing interruptions, and promoting active listening.

• Balancing Participation: Facilitators employ techniques to balance participation, ensuring that quieter voices are heard and preventing monopolization of discussions.
• Encouraging Constructive Dialogue: They guide conversations in a way that promotes constructive dialogue and discourages personal attacks or disrespectful behavior.

• Real-time Summaries: Facilitators provide real-time summaries of key points, helping participants stay focused and reinforcing understanding.
• Building Consensus: Through summarization, facilitators assist in building consensus by highlighting areas of agreement and common ground.

• Continuous Improvement: Facilitators actively seek feedback from participants to identify areas for improvement in the facilitation process.
• Adapting Strategies: Evaluating the effectiveness of each meeting allows facilitators to adapt their strategies for future engagements, ensuring ongoing improvement.

Taking tangible actions shows a genuine commitment to addressing community concerns, reinforcing trust by proving that leaders are actively invested in positive outcomes.

Consistent follow-through on promises and initiatives establishes credibility, signaling that leaders are reliable and capable of effecting real change, which is crucial for community support.

Successful actions encourage continued community engagement, as residents are more likely to participate in the future if they see that their input leads to meaningful outcomes.

Follow-through fosters stronger relationships between government leaders and the community, creating a collaborative atmosphere and reinforcing the idea that the government is a reliable partner.

Demonstrating tangible results addresses skepticism within the community, proving that the county government is not just engaging in dialogue but is actively working towards resolving issues, thereby mitigating cynicism.

Involve key parties, including program staff, participants, and funders, in the evaluation process. Engaging parties ensures that diverse perspectives are considered, and it increases the likelihood of successful implementation of recommendations.

Start by clearly defining the purpose and objectives of the program evaluation. Understand why you are conducting the evaluation and what specific questions you want to answer. This helps in determining the scope of the evaluation and ensures that the process remains focused on relevant goals.

Create a detailed evaluation plan that outlines the methodology, data collection methods, and analysis techniques. Consider the resources available, timeline, and budget constraints. A well-structured plan helps in organizing the evaluation process and ensures that key aspects are covered systematically.

Combine both quantitative and qualitative methods to gather a comprehensive set of data. Quantitative data, such as surveys, can provide measurable insights, while qualitative methods like interviews and focus groups offer a deeper understanding of participants' experiences and perspectives. The combination of these approaches strengthens the overall validity of the evaluation.

In most cases, a formal evaluation should be 10-12 questions in length, with five to eight of them presented as a Likert scale. These are questions that use a five or seven-point scale, sometimes referred to as a satisfaction scale, that ranges from one extreme attitude to another. Compared to binary questions, which give you only two answer options, Likert-type questions will get you more granular feedback about whether your product was just “good enough” or (hopefully) “excellent.” The remaining questions should be open-ended questions that allow participants to provide more nuanced information to questions like, “What was the strongest part of the program?”