- Kathleen McClaflin, Transportation Planner, California Department of Transportation
- How this Handbook Fits into the Big Picture
- Making Government Effective
- Appetizers
- Entrees
- Desserts
- How this Handbook Fits into the Bigger Picture
- IPMP: the Institute for Participatory Management & Planning
- Credits
- The Way We—as a Society—do Our Public-Sector Problem-Solving—and Decision-Making is Embarrassingly Ineffective
- The Following Scenario, Unfortunately, is Far Too Typical
- Grid-Lock
- Mutual Frustration and Ineffectiveness
- You and You Career
- Your Effectiveness
- Implementation Geniuses
- The SDIC course: Systematic Development of Informed Consent
- The CPO course: Citizen Participation-by-Objectives
- Your Options
A. Why Projects and Programs Get Stopped (Principles 1 - 4)
B. Why your Public Wants You to be Reasonable and Responsible, Even When They are Not (Principles 5 & 6)
C. What Really Counts Is “Informed Consent” (Principles 7 - 11)
D. Some of the Basics of “How CP Works” (Principles 12 & 13)
E. How the Various PAIs’ Motives, Perceptions, Values and Abilities affect CP (Principles 14 - 24)
F. How Your Motives, Perceptions, Values, and Abilities affect Your CP (Principles 25 - 28)
G. Some of the Things CP Can Accomplish for You (Principles 29 - 34)
H. DOs and DON’Ts of CP (Principles 35 - 50)
I. CP Dilemmas (Principles 51 - 60)
- Why Should You Do Citizen Participation
- What is “Informed Consent”?
The Role of Informed Consent
How does One Develop Informed Consent?
- The 15 CP Objectives
A: The Five Responsibility Objectives
#1: Establish the Legitimacy of your Agency and your Project
#2: Maintain the Legitimacy of your Agency and your Project
#3: Establish the Legitimacy of your Problem-Solving and Decision-Making Process
#4: Maintain the Legitimacy of your Processes
#5: Establish and Maintain the Legitimacy of Major Assumptions and Earlier Decisions
B: The Five Responsiveness Objectives
#6: Get to Know all the Potentially Affected Interests
#7: Get to See the Project through Their Eyes
#8: Identify and Understand Problems
#9: Generate Alternative Solutions
#10: Articulate and Clarify the Key Issues
C: The Effectiveness Objectives
#11: Protect and Enhance your Credibility
#12: Have all of the Information that you need to Communicate to the Various Interests Received and Understood by Them
#13: Receive and Understand all the Information that the Various Interests Need to Communicate to You
- The De-Polarizing Objectives
- #14: Finding Common Ground among Polarized Interests
Some Game-Theory Basics
There is a bit of a Chicken-and-Egg Problem
Back to CP Objective #14
- #15: Depolarizing Interests Who are Polarized for Some Other Reason
- Shape Your CP Program around Your CP Needs
- The Table of CP Techniques and CP Objectives shows each Technique’s Strengths and Weaknesses
- Additional PROs and CONs that each Technique has
- Here’s how the table displays these PROs and CONs
#1: Holding or Attending Meetings and Hearings (CP Technique #1)
- Some Basic Principles that Apply to all the different Types of Meetings
#1A: Working Meetings
#1B: “Open” Meetings
#1C: Forums
#1D: Public Mass Meetings
#1E: Public Hearings
#1F: Open Houses
#1G: Town Meetings
#1H: Samoan Circles
#2: Advisory Committees (CP Technique #2)
#2A: Committees that give Popularity-Type Advice
#2B: Committees that give Content-Type Advice
#2C: Blue-Ribbon Panels
#2D: Watch-Dog Advisory Committees
#2E: Constituency-Building Advisory Committees
#2F: Depolarizing Advisory Committees
#2G: Mediating Advisory Committees
#2H: Gophers
#2I: Foxes
#2J: Beavers
#3: Nominal Group Workshops
#4: Using the Mass Media to Communicate
#5: Project Newsletters
#6: Napoleon’s Idiot
#7: Informing the Public about Your Decision-Making Process
#8: Mapping Socio-Political and Environmental Data
#9: Presenting the Public the Full Range of Feasible Alternatives
#9A: Presenting the Public the Full Range of Options
#9B: Fish-Bowl Planning
#10: Illustrating the Final Form of a Proposed Alternative in Laymen’s Terms
#11: Dealing with the Public in the Agency Offices
#12: Installing an Ombudsman
#13: Encouraging Internal Communication
#14: Gaming and Role-Playing
#15: Operating a Field Office
#16: Making the Most of Existing Mechanisms
#16A: Clubs, Civic Groups, and Other Existing Organizations
#16B: Newsletters, other Publications and the Media
#16C: Existing Institutions, School Systems, etc. . .
#16D: Making the Most of the Other Problem-Solving Efforts
#17: Open a Channel of Communication with Each PAI
#18: Monitoring the Mass Media and Other Non-Reactive Learning
#19: Collecting Data; Carrying out Surveys
#20: Examining Past Actions of a PAI
#21: Experiencing Empathy
#22A: Being a Participant Observer
#22B: Focus Groups
#23: Employing Local Citizens on the Project
#24: Monitoring New Developments in Systems that may Affect Your Project
#25: Conducting a Background Study
#26: Hiring an Advocate for One or Several Affected Interests
#27: Looking for Analogies
#28: Cataloguing of Solutions Concepts
#29: Conducting Charrette or Other Creativity Enhancing Techniques
#29A: Charrette
#29B: Brainstorming Sessions
#30: Mediating a Conflict Between Different Interests
#31: Being a “Good Samaritan” by Helping Solve Problems Outside Your Scope of Responsibility
#32: Monitoring the Actual Impacts of a Project
#33: “Delphi” Techniques
#33A: Creating a “Delphi” Crystal Ball
#33B: Doing a “Delphi” Public Survey
#33C: “Delphi” Intelligence Gathering
#34: Lost Letter
#35: Telephone Hot-Line 800-Number
#36: Poster Campaign
#37: Keeping a Record of Input Receiving (and What You are Doing with It)
#37A: Responsiveness Summary / Listening Log
#37B: Blogging
#37C: Audience Response Systems
#38: Using the Computer, . . . the Internet, . . . Television and Radio . . . as Technology-Enabled Responsiveness Tools
#38A: Telephones, FAX Machines, and E-Mail as a CP Technique
#38B: Bulletin Boards
#38C: Using your own Web Site
#38D: Using the PAIs’ Web Sites
Step 1: Assess Your CP Needs
1. Who Should Do the CP Needs Assessments and Why?
2. Some Notes About the “CP Needs Assessment Worksheets”
3. Using CP Worksheets A1- A15
Step 2: Examine Your CP Resources
Using CP Worksheet B
Step 3: Review Your CP Resources in Light of Your CP Needs
Step 4: Create Your CP Program
Step 5: Identify and Program Your CP Tasks
Step 6: Interface Your CP Tasks with Your Technical Tasks
Personal Assignments
Step 7: CP Training
Technical-Level CP Training
Step 8: On-Going Supervision and Coaching
Step 9: De-Briefing Your CP Staff
Step 10: Evaluating and Adjusting Your CP Program
A: A Revitalization Plan for Downtown Area
Background
Assistant Community Director
Former Mayor and Council Woman
Merchants’ Point of View
The View of a Retired Person
B: South of St. James Town
C: Don Vale
Tenants and Property Owners
Leadership: Indigenous or Professional
D: How a Bid for the Winter Olympic Games Failed
Background
View from one of the Anti-Olympic Organizers
Perception of the Olympics General Secretary
E: Improvements to a Highway Intersection
F: The Fate of a Regional Shopping Center Proposal
Subjects
- Citizen Participation
- Communication
- Internal Communication
- Public-Sector Decision-Making in a Democracy
- Game Theory
- Language
- Leadership for Public-Sector Problem-Solving and Decision-Making
- Negotiations
- CP Techniques
- Values
- Newsletter
Systematic Development of Informed Consent (SDIC)
Lakewood, CO: May 22 - 24, 2012
Seattle, WA: October 16 - 18, 2012 *Please Note Date Change*
Citizen Participation-by-Objectives (CPO)
Lakewood, CO: June 12 - 14, 2012
Leadership Bootcamp
Eventually to be Taught in Sequence of Online Modules
Monthly Brownbag Sessions
How can we get the Public’s “Consent” when Key-Players are Always Changing?
Why and How You Must Explain Why Some People have to Sacrifice for the Benefit of Others?
Focusing on Your Opponents: How Implementation Geniuses Overcome the Reflex to Avoid Them
How You can have a Rational Dialogue with Overly Emotional People