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Consensus Building for Strategic Planning

Jim Damicis taught the IEDC Strategic Planning Course in Atlanta, April 2018.

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Consensus Building for Strategic Planning

  1. 1. Economic Development Strategic Planning 1 Jim Damicis Senior Vice President Camoin Associates April 19-20, 2018 Atlanta, GA
  2. 2. 2 Agenda & Key Points Importance of Engagement Who to Include Methods Exercise Consensus Building for Strategic Planning Agenda:
  3. 3. Objective: Demonstrate different approaches, tools and methods to bring local representatives into the planning process and build consensus Consensus Building Stakeholder Ownership 3
  4. 4. common barriers focus on personalities & positions o focus on shared interests & goals instead lack of motivation for working together for change being in the “comfort zone” 4
  5. 5. Market Feasibility Financial Feasibility Citizen/Political Feasibility Organizational Capacity Technical Feasibility Ingredients for a Successful Plan 5
  6. 6. 6 Benefits of involving others Gathers important insights & perceptions • Strengths, weaknesses & opportunities Engages broad array of expertise & talents Builds capacity, skills & knowledge Generates vested interest, understanding & support Brings increased resources to implement plan
  7. 7. 7  Form reliable, replicable, processes for working well together  Trust developed across boundaries of disciplines, interests and perspectives  Stakeholders “join in” rather than “buy in”  Implementation begins during planning  Maverick & Boutique Engagement builds capacity for implementation
  8. 8. 8 Examples of who to include  Banks & financial institutions  Business leaders  Chambers of commerce  Citizens (youth to retiree)  City/county planners  Convention bureau directors  EDO reps  Elected officials  Department heads  Human service orgs  Local media  Neighborhood groups  ED partners  Workforce leaders  Utility providers
  9. 9. Methods for building consensus Consensus Organizing Model Choosing a Facilitator Group Brainstorming Technique Nominal Group Process Technique Delphi Technique Interviewing Techniques 9
  10. 10. Consensus organizing model seeks pragmatic solutions based on common self-interest non-confrontational alternative engages residents in creative & participatory manner o relationships o collaboration o joint process 10
  11. 11. Consensus organizing model benefits provides shared sense of empowerment leverages talents & expertise of members develops sustainable vested interest in outcomes 11
  12. 12. Consensus organizing model STEP1 bring all stakeholders to the table 1 STEP2 create a purpose statement for the group to help focus efforts 2 STEP3 ensure everyone is operating from same knowledge base 3 STEP4 seek to enable everyone to have their say 4 STEP5 identify next steps including plans to reconvene 5 12
  13. 13. Choosing a facilitator skilled facilitators design, structure & manage facilitator qualities to consider o highly respected & legitimized by group members o neutral, third party, without any known biases o possessing relevant expertise o high comfort level with community leaders & volunteers o personality which will fit well with the group chemistry 13
  14. 14. Facilitated group discussions advantages generate several ideas in relatively short period of time gives all participants an equal opportunity to express & clarify can help participants develop relationships can help to build momentum for strategic planning efforts 14
  15. 15. Facilitated group discussions disadvantages participants likely to change their minds group think participants may feel pressure to compromise beliefs & views strong personality may heavily sway majority opinion 15
  16. 16. Group brainstorming useful for encouraging creative & highly energetic discussions generates a lot of ideas in a short period of time any & all ideas are strongly encouraged less structured discussion 16
  17. 17. Group brainstorming review the rules of brainstorming with the entire group provide a brief overview of topic or problem allow a minute or two of silence invite people to call out their ideas group ideas according to similar themes present results & invite feedback 17
  18. 18. Nominal group technique structured problem-solving or idea- generating process non-threatening environment to express & discuss their ideas designed to enable participation & input by everyone 18
  19. 19. Nominal group technique particularly effective for groups where participants are not very familiar with each other limiting each groups to no more than 10-to-12 members o ensure diverse representation requires at least two hours 19
  20. 20. Nominal group technique establish the discussion ground rules provide 5 to 10 minutes for members to introduce themselves employ ice-breaking techniques if needed 20
  21. 21. When to use nominal group technique some group members are more vocal than others some group members think better in silence concern about member participation 21
  22. 22. When to use nominal group technique the group does not easily generate ideas some members are new to the group controversial issues or matters to discuss o anticipated conflict 22
  23. 23. Nominal group technique process • state subject 1 • quiet time 2 • present individual ideas 3 • clarify ideas 4 • prioritize ideas 5 • balloting 6 • present & discuss results 7 23
  24. 24. Delphi technique can be used to o determine & prioritize problems or solutions, set goals o evaluate different strategies or programs, etc collects input through questionnaires attributes o anonymous response o interaction & controlled feedback o statistical group response 24
  25. 25. Delphi technique • identify respondents 1 • develop questionnaire 2 • develop follow-up questionnaire (s) 3 • develop & share summary report 4 25
  26. 26. Delphi technique advantages anonymity bridges disparate opinions or individuals participants can fill out questionnaire when their schedule permits 26
  27. 27. Delphi technique disadvantages eliminates extreme positions or ideas forces a middle of the road consensus time consuming requires commitment to continued participation 27
  28. 28. Interviewing techniques one-on-one basis or 2 to 5 community leaders ask the same questions base unique questions on expertise/interest area interviewer is typically a member of the strategic planning team all feedback received is handled confidentially yields data set to analyze & interpret 28
  29. 29. 29 1. Adaptive Planning 2. Strategic Doing 3. Innovation Engineering 4. Design Thinking 5. Hack-a-thons 6. Futures Generative Dialogues – Weak Signals 7. Storing Telling – verbally, in writing and visually 8. Cafes Alternative Techniques
  30. 30. Basic ground rules respect be open-minded toward everyone‘s thoughts actively listen no one person knows everything contribute points that build on the discussion avoid using language that passes judgment on ideas look for common ground & win-win opportunities 30
  31. 31. 31 1. At periodic intervals aligned with key milestones… a. hold briefings for community stakeholders b. prepare progress reports c. write personal letters d. make personal telephone calls e. talk with people individually 2. Coordinate activities as part of broader, well-planned PR strategy Public outreach checklist
  32. 32. Contact Information o jim@camoinassociates.com o www.camoinassociates.com o Twitter: @jdamicis o Linkedin: www.linkedin.com/in/jdamicis o Economic Development Navigator: www.camoinassociates.com/navigator Economic Development Contact Information

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