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From Community Engagement Guidance for Oil and NHS Incidents

“Quality stakeholder engagement must be:

-        clearly defined the scope

-        have an agreed-decision making process

-        focus on issues material to the stakeholders

-        create opportunities for dialogue

-        be transparent, time, flexible and responsive”

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Jenn "Evacuations work best if a community plans, organizes,develops, installs & maintains a warning system." Sorenson & Sorenson Handbook of Disaster Research,  p. 184

- credibility of message conveyor important - influences who stakeholder is or id's

- "Evacuation warning sgiven without forethought or planning and without input from partners can be disastrous to both sender & receive" (Ibid, p. X)

' plans should include lead partner who will issue warnings for specific events' (Ibid)
'key to develop procedures to avoid conflicts in info in messages, recognizing that partnerships will fluctuate as the event unfolds (Ibid)

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See google drive "Daves notes"
Use of planning cells, for mainstream input. Focus groups to solve difficult or technical problems
Give end users options
Ask indigenous groups to identify their unique issues.
Find whom in communities is most concerned...initially by survey campaign
Is funding available from govt for improvements?

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Formats for public participation

1. Public Hearings (Abelson et al., 2001)
- public meeting of limited size that involves citizens most interested in the issue
- allows for experts to present information to the public
- informs decision-making
- limitations: feedback from the public not always an accurate representation of society

2. Visioning
- "deliberative process where ideas are gradually refined through iterative process until a clear statement emerges" (Abelson et al., 2001)
- generates list of possibilities rather than a specific plan

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See Renn 2015 in google drive
Formats for epistemic discourse:

Expert hearing

Expert committees

Expert consensus conference

Delphi exercises (four steps)

Formats for reflective discourse:

Stakeholder hearings

Roundtables (advisory committees, stakeholder dialogues, negotiated rule making)

Mediation (arbitration and alternate dispute resolution methods)

Value tree analysis

Formats for participatory discourse

Public hearing

Survey and focus groups

Citizen advisory committees (ombudsman, neighbourhood associations, citizen boards)

Citizen consensus conferences

Citizen panels, planning cells or citizen juries

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1. Stakeholder Engagement: The Game Changer for Program Management (Baugh, A., 2015)
- Identifying stakeholders
- social network maps
- responsibility matrixes
- power maps
- alignment of goals and objectives (making sure expectations are aligned with realistic deliverables)
-  building strong relationships with power stakeholders (how to cultivate stakeholder relationships to ensure smooth engagement process -- building trust)
- effective meetings (pre-set agendas, stick to agenda, mutually agreed ground rules, take minutes,  send meeting notes + action items, positive meeting environment) -- Chapter 8

2. Kaner
- Chapter 15 - Principles for building sustainable agreements
- two mindsets (either/or VS both/and)
- Chapter 16 - Inclusive Solutions in Real Life
- inclusive principles (p240)
- Chapter 23 - Striving for Unanimity
- getting everyone on the same page

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See the chapter and video notes from Kaner on our Google Drive.

1. The Accordion Process

o   You can have a core group and aim for as much representation of stakeholders as possible; but sometimes all stakeholders can’t be part of the core group.  Principle is you have a diagonal core group that develops the thinking, then you have added input from stakeholder constituencies.

o   This is a thinking tool – you can sketch out a stakeholder engagement map

2.  Large Group Event

o   Community town halls, all-staff meeting, professional conference, public hearing

o   Slide 19: When put in a process map, can see 3-6 mo. Vision of work.  Where the larger group comes into play in the process can shift.

o   There are different strategies for collaboration – can bring the large group in at different points

3. The Social Network Strategy for Multi-Party Collaboration

·        Front end work, led to - convened thinking team agenda design, led to held town halls, led to task forces that identified themes, led to finalized theme, led to refined substantive work of themes (@ 18 mo. At this point) community wide ‘roll out’ led to ‘let a thousand flowers bloom’ – let different projects, subgroups, etc. – over 6 years led to Stage 4 – strengthened best efforts, there was a community outcome process with recommendations, and sponsors made decisions about how to scale projects.

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- map of inundation zones
https://www.portalberni.ca/sites/default/files/OCP-Map2-TsunamiInundationZone.pdf
https://tofino.civicweb.net/document/51779
https://www.acrd.bc.ca/tsunami
- chart of stakeholders
- padlet screen shots

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"Potential limitations of this strategy should be identified."

(Rene) see tseng et al. 2012 in google drive.

Stakeholder related:

Lack of institutional support for them in the engagement process

Lack of flexibility for open or transparent discussion due to unclear lines of accountability

Poor communication between institutions

Time related (phases of decision making)

Power inequalities