A Community Engagement & Stakeholder Feedback Process ... · Web viewMayor Nenshi leading change...
Transcript of A Community Engagement & Stakeholder Feedback Process ... · Web viewMayor Nenshi leading change...
Summer 2013
Table of Contents
Executive Summary............................................................................................................3
Understanding the History of the Problem We Seek to Change...........................................4Table 1: History of the Problem.....................................................................................................................................5
The Process of Identifying Leverage Points for Change........................................................81. Vision.................................................................................................................................................................................... 82. Education/Awareness................................................................................................................................................... 83. Expectations...................................................................................................................................................................... 84. Technical Design............................................................................................................................................................. 8
Voices in the Room..............................................................................................................................................................8One New Insight................................................................................................................................................................... 9Six Leverage Points...........................................................................................................................................................10
Leverage Points for Change...............................................................................................11Working with the ARP as a Living Document.......................................................................................................11Backing Up the Front End of the Engagement Process.....................................................................................12Telling the Story of the Vision of Hillhurst Sunnyside......................................................................................12Multiple Ways to Provide Feedback..........................................................................................................................13Engage in Research & Inquiry to Find Promising Practices...........................................................................14
Next Steps – Testing the Prototypes..................................................................................15
Appendix 1 – List of Acronyms..........................................................................................16
Appendix 2 – MSFT Meeting Agendas...............................................................................17April 10, 2013..................................................................................................................................................................... 17April 24, 2013..................................................................................................................................................................... 17May 8, 2013......................................................................................................................................................................... 18May 22, 2013....................................................................................................................................................................... 19June 5, 2013......................................................................................................................................................................... 20June 19, 2013...................................................................................................................................................................... 21
Appendix 3 – Guidelines for Prototyping...........................................................................23
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Executive SummaryThe community of Hillhurst Sunnyside is facing rapid growth and development. It is expected that both development applications and the demands on residents’ time to review these applications will increase.
Up until the winter of 2012, community residents volunteered on the Community Planning Committee (CPC) to solicit and submit community members’ feedback on development applications. However, committee members became overwhelmed with the demands on their time and it was agreed that the committee would be disbanded. An Interim Planning Committee (IPC) has continued to meet and review development applications.
At the same time, the Hillhurst Sunnyside Multi-Stakeholder Taskforce (MSTF) was convened in February 2013. As the name suggests, it is a diverse group of residents, local businesses, developers and City of Calgary staff, who agreed to come together to co-design a new community engagement and stakeholder feedback process. This new process would serve to: improve the development application process and contribute to good decision making that addressed the needs and concerns of all stakeholders.
The MSTF worked with a facilitator and was guided through a six-session design process, utilizing the Reos Change Lab methodology. This approach is well suited for multi-stakeholder initiatives and has a strong track record of supporting effective solutions for ‘stuck’ problems.
The MSTF met every second Wednesday, for three hours between April and June 2013. It was guided by the convening question: How can we, the MSTF, successfully achieve a great community, as defined by Hillhurst Sunnyside’s Area Re-development Plan, through a community engagement and stakeholder feedback process that is inclusive, efficient and influences good decision making?
This report summarizes the work completed in those meetings. Most importantly, it captures the five leverage points – elements of the entire development application feedback process – that if changed would make the most difference towards positive outcomes for all. Together, these represent the essential elements of the community engagement and stakeholder feedback process.
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Understanding the History of the Problem We Seek to ChangeA critical first step in developing new solutions to the development application challenges the community is facing was to deepen the group’s understanding of the history of the problem. The group identified events, patterns, structures and mental models that have all influenced the current state of the problem from 2004 to 2013.
Events are observable actions, incidents or circumstances Patterns are repetitive events or trends that become recognizable Structures are elements that are related to events and patterns – such as policy, by-laws,
legislation – that might be causally related, or not. Mental models are deeply held beliefs about a system; these are often implicit and unknown
until thoughtfully considered.
The MSTF’s conversation of uncovering the history of the problem is summarized below in Table 1.
Table 1: History of the ProblemThe following table summarizes the events, patterns, structures and mental models associated with the development application and stakeholder feedback challenges faced by the community of Hillhurst Sunnyside.
Year 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013Events BRZ hires
Exec Director
ToD
ARP Stake-holder invite
iC published
Brenda Stratford House
Approval of ARP/ToD amendment
CAC-ToD groups combined
Feasibility of secondary suites
MDP
Stampede tents in business district
Bar application turned down
Street-scaping
New mayor
BRZ strategic plan high-lights need for collaboration w/HHSS
Bow to Bluff
Bucci
Pixel Application – Land Use Development
10 St bike box & lane
10A street public improvement (BRZ funded)
5 Ave Land Use Application
McHugh Bluff stairway deteriorates
BRZ & HSCA Boards begin regular social evenings
LRT Platform extension
Hillhurst United Church development application
Peace Bridge opens
Demo of the Triangle Building
Community Planning Community disbanded (Oct)
Vendome pop-up patio
Astoria Land Use Application
HHSS investing in mobility
BRZ business tax abolished/ membership changes
Container in Sunnyside
Poppy Plaza is completed
MSTF formed (Feb)
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Year 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013Patterns Stability in a
single, long-term Councilor
Lack of alignment on DPS between developers, City & community
BRZ not involved in DP reviews
Sun & Salsa Festival
Increasing development pressures
Urban infills
Interest to maintain heritage
Single family housing boom
Some consistency in community volunteers
Community moves from being combative to being collaborative
Condo dev’p boom
Conflict & misalign-ment between policy documents & land use by-law
High # of volunteers & rapid turn-over
Lack of coordinated City communicat-ion
Turn-over in City staff
Turn-over in comm. paid staff
Getting densified, but beautified
Market driven conflicts with common good
BRZ/HSCA collaboration
Too many policy & by-law documents
Not getting true community engagement
Parking issues & traffic studies
Increased congestion on residential streets & lanes
More spending on infra-structure such as bike lanes, Memorial Dr & Bow to Bluff
Mayor Nenshi leading change towards more citizen-centric government
Changing dev’p rules for low density dev’ps
BRZ takes a wider view; sits on City committees
Changing demographics
Not accommodating families in multi’s (no 3 bedrooms)
Proliferation of bars & banks
Conflict over planning approvals
Lack of understanding of planning process & policy
Time/ pressure for responding to DPs
Parking limiting new development
Broader feelings of community engagement
Repeated need for multi-stakeholder meeting
General lack of innovation
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The following structures and mental models are not categorized by year, as it was agreed that the themes/ideas transcend any one year. Instead the comments that were put forth by the group are simply included below.
Structures MGA/ legislation where community input is required Development Authority PlanIt/Transit Oriented Development/Calgary Transportation Plan
City Council Area Re-development Plan Corporate Planning Application Group HSCA Interim Planning Committee
BRZ by-laws & Board HSCA Organizations by-laws Circulation process for development applications Open House process
Land Use & By-law Regular HSCA meetings w/Developers
Mental Models
HSCA represents all community residents/stakeholders Infill housing = increasing population More density is bad Density is always good
City has no flexibility City staff doesn’t care City has a unified voice More people = more cars Cars have priority over cars
Relaxations in ARP are bad Recognizing change is hard Development is universally lucrative Communities are losing character & change is bad
Profit before people Community planning is just about buildings Community/Residential can co-exist
BRZ does not care about community, they only care about business & parking Community planning committees are exclusive
City departments have self interest only and don’t care about community/developers/BRZ Developers don’t want input from the community
We don’t think in whole communities/We think in isolation Developers always have to push the limit Pedestrians are good for business
Community is anti-development Individual rights trump the common good Community associations are only successful when they get their way
There are absolute rules that if applied will result in good outcomes Community voice carries the least weight Pre-determined decisions despite input
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The Process of Identifying Leverage Points for ChangeMapping out the history of the problem allowed the group to scan the multiple perspectives present within the diversity of the group. With this new insight, participants were asked to consider what they thought were the highest leverage points for change. Four themes emerged and the group identified people that should be invited to the subsequent meeting. These folks were thought of as “learning journey hosts” and were picked because they represented someone who did remarkable work with or within the identified leverage points.
Below is the description of each theme. Also included is the person(s) who were invited to the MSTF’s third meeting (May 8, 2013) to act as a “learning journey host”. The eight hosts were interviewed to provide insight/learning that could be applied in order to meet the MSTF’s challenge.
1. Vision Getting all stakeholders to buy into a shared vision and work in service of achieving that vision
Ryan Hall – Transit Oriented Development policy, City of Calgary Natalia Zoldak – Community visioning, including Bow to Bluff and Belvedere Area Structure
Plan (among others)
2. Education/Awareness Ongoing work that needs to happen to ensure that people can participate and contribute in a meaningful way
David White – Hillhurst Sunnyside resident, Bow to Bluff
3. Expectations Setting principles and guidelines for how the work gets done and keeping those alive even when people leave and new people enter the process
Cesar Cala – Strategy Lead, Neighbourhoods, United Way of Calgary & Area
4. Technical Design Processes/technologies that ease the collection of information and ensure its usability
Dave Robertson, Mistri Jim Gibson and Jaime Soulodre, Chaordix
After participating in conversations with the learning journey hosts, the group participated in two activities:
Voices in the RoomThe purpose of this exercise was to hear verbatim comments (as much as possible) from everyone’s learning journeys, but not to identify or allocate these to any particular person.
The comments from people’s learning journeys were as follows: Make sure the process creates empathy Multiple platforms of engagement make it appealing Simple and clear
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Roles and responsibilities should be defined Come to a design meeting with a blank piece of paper Don’t reinvent the wheel, take good ideas where you find them Stakeholders can collaborate on education and awareness Important to combine ideas with open mindedness Be clear in your initial ask at the beginning of the process Share the community Area Re-development Plan with the entire community Match the conversation with appropriate scale Be inclusive not exclusive Ensure that community is represented Different types of engagement is required to hear different voices Have realistic time expectations Build capacity Make the ask appropriate to the outcome Validate the vision Inclusive communication Generate feedback from different residents I believe that solutions are unlimited as long as you’re not limited in your own thinking Should engagement happen before the application? This is a great community and people want to develop in it Don’t be constrained by what we’ve already been through Continuously reach out to new stakeholders
One New InsightNext, participants were asked to answer the question: Thinking about the learning journeys – and everything else we’ve learned so far – what one new thing have you learned that would make the most difference to our convening question?
The answers are as follows: Review applications as a group, such that you don’t struggle independently Come to engagement meetings with blank pages Timing and engagement are critical What rules aren’t working well?
o Engage in ways that honor the intento Reward sincerity and risk takers
Have a professional planner that will look out for the community and provide technical support/advice.
Have multiple ways to provide feedback Tell the story of the community in an ongoing way / broadcast it out Constantly share the story about the vision of the community / in the ARP Share stories of success
o Get stories of people moving into the buildings who are now connected to the community (to share with developers)
Reward good behaviour Tap into assets of the new people moving into the community Define / reframe community Stakeholders set the agenda
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Think of the ARP not as the end, but as a journey Develop an “engagement formula” that can be used earlier on at the front end of the
process Deal with the “airy fairy” nature of the ARP Identify where and when research needs to be done Get okay with the ARP being a living document and have ongoing conversations based on
trusto Build something that is safe to fail (vs. fail safe)
Early engagement and trust Risk, trust, fail safe
Six Leverage PointsAs a result of the learning journeys and debriefing exercises, the group revised its original leverage points, resulting in six leverage points that needed to be considered for their new community engagement and stakeholder feedback process. These are:
1. Working with the Area Re-development Plan (ARP) as a living, evolving document (structure)2. Backing up the ‘front end’ of the engagement process so it starts earlier in the developer’s
processa. Make engagement about learning
3. Telling the story of the vision for Hillhurst Sunnyside4. Identify multiple ways to provide feedback, that is still efficient and timely
a. Onlineb. Group feedback (Community Association, BRZ, etc all at one meeting)
5. Reward good behaviour6. Engage in research/inquiry to see how other neighbourhoods and cities are overcoming similar
challenges around the world
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Leverage Points for ChangeThe last three meetings of the MSTF were dedicated to building prototype models of the leverage points, gathering feedback and making revisions of the models. Guidelines for prototyping can be found in Appendix 3. By the end of the process, group 5 (Reward Good Behaviour) had decided their leverage point was not as influential as previously thought, and so only the remaining five leverage points are described below. To ‘codify’ their models, groups were asked to respond to eight questions, of which the answers are captured below.
Working with the ARP as a Living DocumentName: Community Vision Sustainability ModelWhat is it?
A two pronged review of the community vision and the ARP (ongoing and iterative)
Who is responsible for stewarding the initiative? City is responsible for ARP HSCA/BRZ responsible for community
vision Both involve overlapping groups of
stakeholdersWhat is it serving?
It serves the community vision The relevancy of planning tools and
processesHow is it serving its beneficiaries?
Engagement, empowerment, feeling of involvement
Provides information and knowledge Contributes to better outcomes
How is it resourced? Initially
o Grants, existing funding sources Maintained
o City for ARP componento Community visioning fund (co-managed by FCC for broader application of model)
What are the missing voices? Transient stakeholders. For example, out of town developer
Who was part of the team? Deborah Cooper Thom Mahler Natasha Kumak
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Backing Up the Front End of the Engagement Process
Name: Early Engagement and Process GuideWhat is it?
Process to encourage an early and collaborative relationship between developers and the community
Who is responsible for stewarding this initiative?
City (rezoning or development) application
City creates a guide for uniformity to all communities
What is it serving? To encourage community and development to engage towards creating ‘best’ developments
How is it serving its beneficiaries? Creating open, active communication. Given better assurances and feedback to both participants
How is it resourced? Initially – left blank Maintained – left blank
What are the missing voices? Project developers Councilors, BRZ
Who was part of the team? Ken Melanson Decker Butzner Keiran Slattery Bob McKercher Jennifer Dobbin
Telling the Story of the Vision of Hillhurst SunnysideName: Telling the StoryWhat is it?
We are the ‘why’. We explain, we inspire, we teach about Hillhurst Sunnyside and Kensington, what it was and where it is going
Who is responsible for stewarding this initiative? The community, including the BRZ and the City
What is it serving? It shapes the future by creating a walkable, accessible, engaged, welcoming community
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How is it serving its beneficiaries? It serves better decision
making by providing understanding of the process and of the goal
How is it resourced? Initially – Digital initiative: all
stakeholders (City, BRZ, Developers) will put a team together so they can resource their piece. Links to community (HSCA and BRZ) websites. We need a dedicated project team to determine content and distribution.
Maintained – Storefront initiative: Storefront engagement location (maybe the triangle lot) with community and BRZ volunteers (limited hours, this summer)
What are the missing voices? Developers and landowners
Who was part of the team? Tim Kitchen Annie McInnis Denise Carbol
Multiple Ways to Provide FeedbackName: The Great Digital HubWhat is it?
A comprehensive digital, interactive stakeholder-driven communications platform
Who is responsible for stewarding this initiative?
HSCA with City partnershipWhat is it serving?
Serves the entire community in its interaction with the City, businesses, development and all residents
How is it serving its beneficiaries? By being a resource and contact
database, portal for input and discussion space, repository of experience, bulletin board, crowdsourcing feedback mechanism
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How is it resourced? Initially – Content from HSCA, City and applicants Maintained – HSCA communications lead, FCC, consultant and volunteers
What are the missing voices? Only the politicians
Who was part of the team? John Chisholm Cody Van Hell Chris Fewemore Ken Uyeda
Engage in Research & Inquiry to Find Promising PracticesName: Tower of KnowledgeWhat is it?
A place where today’s best practices can be easily found and used to build a better community. It grows taller overtime as experiences of community, City and developers are recorded; also as other communities, planning professionals, local and international research grows. Getting in touch with everyday progress.
Who is responsible for stewarding this initiative? Likely, City will have to lead
What is it serving? Everyone – facilitates best
practices in every aspect of community development research
How is it serving its beneficiaries? Excellent outcomes
How is it resourced? Initially – Through the City,
with leadership and funding
Maintained – All stakeholders provide input and knowledge
What are the missing voices? Developers General public
Who was part of the team? Barb Gosling Giyan Brenkman Afrah Rayes Pat Mahaffey
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Next Steps – Testing the Prototypes The prototype models described above represent a proposed new community engagement and stakeholder feedback process for the community of Hillhurst Sunnyside. The MSTF must now test how each of these models work, individually and in concert with one another, in the real world. Different members of the group will be interested in testing different models and elements of the process. It will be imperative that implementation strategies, actions and associated learning be documented such that it can inform revisions to both the models and process overall.
Additional facilitation to coach, guide and track learning may be required. A governance structure, to support the leadership, implementation and ongoing development of this process will likely also be required.
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Appendix 1 – List of AcronymsARP – Area Redevelopment PlanBRZ – Business Revitalization ZoneCPC – Community Planning CommitteeDP or DPS – Development Permits FCC – Federation of Calgary Communities HHSS – Hillhurst SunnysideHSCA – Hillhurst Sunnyside Community AssociationiC - imagineCALGARYIPC – Interim Planning CommitteeMDP – Municipal Development PlanMSTF – Multi-Stakeholder TaskforceTOD – Transit Oriented Development
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Appendix 2 – MSFT Meeting AgendasApril 10, 2013Meeting Objectives:
Meet everyone who is interested in participating on the Hillhurst Sunnyside MSTF Develop a shared understanding for why we are all meeting and what we plan to accomplish Clarify the process, meeting dates and expectations of participation
AGENDA Time TOPIC WHAT & HOW6:00 Welcome & Intros Welcome & Opening round:
Back-to-Front (endearing/charming; outstanding/remarkable)
6:30 Shared Understanding of the Purpose of the MSTF
This is What I Know About You and Your Work (seek clarification, did I get this right? Anything missing?)
Can we use this question to guide our work together? Is it ‘roughly right’? How can we, the Hillhurst Sunnyside MSTF, successfully achieve the iC targets that are relevant for our community, through a community engagement and stakeholder feedback process that is inclusive, efficient and productive?
Expectations of involvement (attend all meetings; remain radically curious; come ready to participate; be creative; yes, and…)
Group Works cards to develop ‘group ground rules’
7:30 Generative Dialogue Introduce concept of ‘generative conversations’ (relate back to expectations of participation)
Get into pairs for Dialogue Interviews – Tell a story, from personal experience that talks about the current reality of the question? (5 minutes)
o Listen to understand Debrief
8:00 Next Steps Any questions? Clarification?
8:15 Close
April 24, 2013Meeting Objectives:
To review convening question and confirm it is still ‘roughly right’ To develop a shared understanding of the history of the system/process we are trying to shift To set up the work that needs to happen between this meeting and the May 8 meeting
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AGENDA Time TOPIC WHAT & HOW6:00 Welcome & Intros Welcome, Food & Opening Round:
6:30 Reviewing of Last Meeting
What questions are you holding? Review the ‘roughly right’ convening question? (Deep
Democracy)How can we, the MSTF, successfully achieve a great community, as defined by Hillhurst Sunnyside’s Area Re-development Plan (or other planning document) through a community engagement and stakeholder feedback process that is inclusive, efficient and influences good decision making?
6:45 Iceberg Model Introduce the ‘iceberg model’, and as a group, work through a real example
7:15 Mapping the System Develop a shared understanding of the system/process we are trying to shift
4 rounds of small groups and big group debrief – Events, Patterns, Structures, Mental Models
8:15 Identifying Leverage Points
Looking at the history of the system, what do you notice? Thinking about the convening question (reason we are here),
where are the greatest opportunities for change/influence? Back in circle, think about the ‘leverage point’ you want to focus
on. Write down on a piece of paper, share with group and self-organize into groups
In groups, identify – who is one person (that is not here) that you could speak with between now and the next meeting to learn more about the leverage point you’ve identified? Who overcomes that challenge/problem remarkably well? (Ideally, not a member of the one of stakeholder groups here)
8:50 Next Steps & Close Pick a ‘point person’ for your group. As best you can, arrange a meeting with the person you identified and your entire group (if possible) to meet with that person. Be prepared to bring what you learned back to the larger group (specific instructions to be provided)
Any questions? Clarification?
May 8, 2013Meeting Objectives:
To review iceberg model conversation and key leverage points for making the most difference with regards to our convening question
To learn from others who have been successful at their work with the leverage points we are most interested in
To begin prototyping / model building
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Pre-Read/Learning Journey #1: Tim found a great article/video that shows us three important things: (1) How shared space can be created, (2) How different mental models inform our opinions of what will work or not (in this case, mental models about traffic signals being ‘a given’, and (3) How it can take years of testing in order to see an idea fully come to life.http://m.theatlanticcities.com/commute/2013/04/lots-cars-and-trucks-no-traffic-signs-or-lights-chaos-or-calm/5152/
AGENDA Time TOPIC WHAT & HOW6:00 Welcome & Intros Welcome, Food & Opening Round:
6:15 Instructions for Learning Journeys
6:30 Learning Journeys with Guests
What principles and patterns can be applied to our work in Hillhurst Sunnyside?
7:30 Debrief Learning Journeys
Bring voices into the room Share one insight each that is important in helping us
understand the system we are trying to shift?8:15 Begin prototyping
(make sure groups are no more than 5 people)
Round 1 = build highest tower Round 2 = individual model that relates to your leverage point Round 3 = Connect individual models in groups of 5
8:45 Next Steps & Close Any questions? Clarification?
May 22, 2013Meeting Objectives: To review the six leverage points for change, as developed by the MSTF To begin prototyping / building the model for the Community Engagement and
Stakeholder Feedback Process
AGENDA Time TOPIC WHAT & HOW6:00 Welcome & Intros Welcome & Food
6:15 Review of Six Leverage Points for Change
1. Working with the Area Re-development Plan (ARP) as a living, evolving document (structure)
2. Backing up the ‘front end’ of the engagement process so it starts earlier in the developer’s process
a. Make engagement about learning3. Telling the story of the vision for Hillhurst Sunnyside4. Identify multiple ways to provide feedback, that is still efficient
and timelya. Onlineb. Group feedback (Community Association, BRZ, etc all at
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one meeting)5. Develop ‘ceremonies’ and reward good behaviour6. Engage in research/inquiry to see how other neighbourhoods
and cities are overcoming similar challenges around the world
[Get into groups]6:30 Introduction to
Prototyping
(make sure groups are no more than 5 people)
Follow the 80/20 rule Get to 80% of your solution with 20% of your resources Fail forward and fail fast Build not (just) talk
o Use more of your braino Easier to use metaphor – “It represents what I say it
represents” Build together (model things, people, activities) Get feedback from the system to see what they think
Round 1 = build highest tower [prize]
6:50 Prototyping Round 2
[bring bags/trays to carry models out]
Round 2 – Build a model, WRT your leverage point, from your perpective
Tell the story of your model (not the rationale behind it)
7:20 Prototyping Round 3 Round 3 = Combine elements of your individual models
7:50 Presentations of Models
Each group presents their model (5 minutes total) 2-3 minutes to tell the story (NOT the rationale) of the model Clarifying questions Coaching questions
8:30 Iterations/Changes Using the coaching questions to guide your group, make changes / iterations/ revisions to your model Make notes on the story you want to tell to stakeholders that
attend on June 5
8:55 Next Steps & Close What to expect on June 5
June 5, 2013Meeting Objectives: To solicit feedback from additional stakeholders on the prototypes/models that are being built
for the Community Engagement and Stakeholder Feedback Process
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AGENDA Time TOPIC WHAT & HOW6:00 Welcome & Intros Welcome & Food
6:15 Setting Up of Models Groups setting up their models
6:30 Review of Work Done to Date [for the benefit of guests]
Brenna to tell the story of our work
Questions/Discussion
6:45 The Story of Your Model [plenary]
Each group tells the story of their model 2-3 minutes to tell the story (NOT the rationale) of the model
7:00 Stakeholder Feedback – Open Space style
#1 - clarifying and coaching questions that you’ve already been asked and incorporated into revised model
#2 – receive new clarifying and coaching questions
8:00 Group Debrief Stakeholders – share highlights of what you saw, learned, key insights
MSTF members – new thoughts, ideas, questions, ideas for your models
8:30 Guests depart, Next Steps and Close
What happens when the MSTF is ‘done’ on June 19th?
June 19, 2013Meeting Objectives:
To incorporate learning from clarifying/coaching questions into the prototypes/models that are being built for the Community Engagement and Stakeholder Feedback Process
To write down the story/purpose of the models so that it can be written up in the final report To discuss next steps
AGENDA Time TOPIC WHAT & HOW6:00 Welcome & Intros Welcome & Food
6:15 Refining Models Small groups reconvene, review clarifying/coaching questions and refine their models one more time
6:45 Present Models Each group gets 2-3 minutes to present their model one more time. Focus on key questions:
What is the purpose of this model? What has changed? How does it advance the work described in our convening
question?
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7:15 Codifying the Models Small groups get back together to discuss and write down the answers to the following questions on flip chart paper:
Name of the initiative What is it? Who is responsible for stewarding the initiative? What is it serving? How is it serving its beneficiaries? How is it resourced?
o Initially ii. Maintained What are the missing voices? Who was on the team?
Tape these up and discuss as a group Where are the linkages between the models? How can these be
woven together as one process?8:00 Next Steps Discussion How will the proposed process be tested? How will feedback be
collected and used to refine the process? How will the process be resourced now and in an on-going
manner? How will this continue to be a multi-stakeholder process? What
will the governance look like?8:50 Thank you & Closing Closing exercise
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Appendix 3 – Guidelines for Prototyping The following are guidelines for prototyping, as developed by Reos Partners.
1. Give participants quiet journaling time. Have them respond to the following question: Given our focus question, our experience, who we are, our learning journeys, etc, what are the greatest leverage points?
a. In a short phrase/sentence, write this on a large piece of paperb. Go ‘round the circle so that people can read these outc. Invite participants to self-organize into groups based on what people said
2. Once in groups, provide these instructionsa. Follow the 80/20 rule – get to 80% of your solution with 20% of your resourcesb. Fail forward and fail fastc. Build not (just) talk
i. Use more of your brainii. Easier to use metaphor – “It represents what I say it represents”
d. Build togethere. Get feedback from the system to see what they think
3. Provide instructions for the actual task: Build a model of an idea/initiative/activity that will address the leverage point you have identified. (Model things, people, activities)
4. To warm people up:a. Build highest tower (1 minute)b. Build model from your perspective (individual)c. Combine elements of your various models (group)
5. First presentation a. Present the model, for 2-3 minutes b. Tell the story of the model, not the rationale behind it
i. Clarifying questionsii. Coaching questions (just record them, don’t answer; use them to guide group
conversation and iterate next model)1. Instructions for the groups asking questions: We, as stakeholders, are
here to set this team up for success6. Groups go back to build (Round 2)
a. Incorporate feedback from the systemb. Use 50% less piecesc. Be willing to let god. Present back to stakeholders by answering the questions below. Then, clarifying and
coaching questions.i. What is the purpose?
ii. What has changed?iii. How does it advance the work described in the focus question?iv. Why is it high leverage?
7. Groups go back to build (Round 3)a. Description of the model and why its high leverage
8. Codify and put on papera. Name of the initiativeb. What is it?
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c. Who is responsible for stewarding the initiative?d. What is it serving?e. How is it serving its beneficiaries?f. How is it resourced?
i. Initially ii. Maintained
g. What are the missing voices?h. Who was on the team?
9. Afterwards, as a large group: Do these initiatives represent a response to the focus question?
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