Embracing Vision Over Solutions

by Jon Scaccia August 27, 2024

Update: September 2, 2024. No interview this week. We want to make sure that the people that we work with have the limelight for a full cycle. Instead, you can read some of my reflections on my recent attempts to work in a policy/governmental setting.

A Reflection on Local Government

I recently applied for a vacant board position as an Exeter Township Supervisor and, to be honest, I wasn’t too disappointed when I didn’t get the job. In hindsight, it was probably a blessing in disguise. The role, while important, involves a significant amount of work, often thankless, with little pay and constant exposure to public criticism. Also, my wife wasn’t keen on me taking it up.

What stood out to me through this process, however, was the glaring disconnect between the principles of community psychology and engagement that I hold dear and the priorities of local government. The goals set by the supervisors in Exeter Township, such as those related to the Country Club, the Promenade, and the construction of a municipal complex, seem to be more about ticking boxes than addressing the underlying needs of the community.

The Cart Before the Horse

One of the most striking aspects of local government planning, as I’ve observed, is the tendency to focus on specific goals without first establishing a clear understanding of the community’s needs. It’s as if the cart is being put before the horse. In my view, any set of goals should be deeply rooted in an assessment of the community’s needs. Yet, what I see happening is a reverse process: decisions are being made about developments and projects without a coherent vision or understanding of what the community truly requires.

To illustrate this, let’s take the example of the proposed development of the Country Club. There is talk about establishing a full-time restaurant there. But before jumping to this solution, shouldn’t we first ask ourselves what the community needs? Is there a demand for such a restaurant? Will it draw people from outside the Township, or are we merely creating something that sounds good on paper? These questions are crucial, yet they seem to be overshadowed by the allure of quick fixes.

The Power of Vision in Shaping Community Goals

In an attempt to address this disjointed approach, I proposed the idea of establishing a vision for Exeter Township: “The Best Place to Live in Berks County.” This vision would serve as a guiding principle for all decisions related to development and governance. By defining what we want Exeter to become, we can then make informed decisions about the types of projects and initiatives that will support that vision.

A good quality of life encompasses various elements such as wealth generation, safety, and amenities. By having a clear vision, we can better evaluate whether proposed goals align with these broader objectives. However, I’ve noticed a lack of appetite for this type of critical thinking among local policymakers. There seems to be a preference for jumping directly to solutions without first establishing a solid foundation.

The Disconnect Between Theory and Practice

This experience isn’t new to me. I’ve encountered similar challenges when I previously ran for school board and even during interviews for school board vacancies. I’ve consistently advocated for a process that starts with understanding our central purpose—what are we trying to achieve as a community? From there, we can identify the needs that must be addressed and set goals that align with those needs. This approach ensures that the resources we allocate and the objectives we pursue are not only relevant but also effective.

Despite its logic, this approach often fails to resonate with the people in power. I receive a lot of polite nods and verbal affirmations. Still, when it comes down to it, the decision-makers have usually already leaped ahead to solutions without considering the underlying issues. For instance, there’s a rush to decide on the specifics of a development project, like the restaurant at the Country Club, without first questioning whether it aligns with a broader, community-based vision.

Bridging the Gap: Applying Community Psychology to Local Governance

This brings me to a critical reflection: How do we apply a community psychology framework to local governance effectively? I admit I tend to approach these situations with an overly academic mindset. I’m deeply invested in implementation science and community psychology, disciplines that focus on translating academic ideas into practical applications for community benefit. However, I’ve come to realize that there’s still a significant gap between theory and practice, especially in the context of local government.

For example, during my time working on the project for the US Military, we used the Getting to Outcomes framework to help military installations worldwide implement community health and prevention plans. This framework is a fantastic tool for logical planning and implementation. Yet, even this can sometimes devolve into a mere exercise of filling out worksheets, losing connection with the actual needs and realities of the communities we aim to serve.

This situation highlights a broader issue within implementation science: the need for an implementation science of its own. We have the frameworks and best practices to guide us, but these tools can sometimes become too cumbersome and too detached from the practicalities of local governance to be effective.

The Challenge of Utopian Thinking in Pragmatic Spaces

I find it somewhat ironic that my approach is sometimes criticized as being too utopian and not pragmatic enough. To me, going back to first principles and defining a clear purpose seems like the most practical approach. It provides a solid foundation upon which to build sustainable and effective solutions. Yet, this type of thinking is often met with resistance or dismissed as unrealistic.

So, where does this leave us if we truly want to influence change at the local level? Are we working with the wrong people, or is there an inherent disconnect between the values of community psychology and the realities of local governance? This question has been at the forefront of my mind, especially as I consider whether to run for school board again. Perhaps, instead of presenting a set of values, I need to come forward with concrete proposals that align with the existing expectations of local policymakers.

It feels counterintuitive, but maybe that’s what’s needed to effect real change.

Rethinking Our Approach to Community Change

Policy, as I’ve often said, is an underdeveloped and underutilized lever in community work. It holds the potential to influence change on a larger scale, but the skills I’ve honed in community psychology don’t always translate well into the policy arena. There’s a lot of work to be done to bridge this gap, to make these skills more applicable and influential in the context of local governance.

As I reflect on my experiences, I’m reminded of the importance of adapting our approaches to fit the context in which we’re working. If we want to make a meaningful impact, we need to find ways to make our ideas resonate with the people who hold the power to implement them. It’s not about abandoning our principles but rather about finding the right balance between vision and pragmatism, between theory and practice. Only then can we hope to create the kind of change we envision for our communities.

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