community engagement: a process of learning and change critical questions for a successful...

Community Engagement: A Process of Learning and Change

Critical Questions For A Successful Engagement Outcome

March, 2009Prepared for: the CENTRAL LOCAL HEALTH INTEGRATION NETWORK

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Ontario’s health care system is undergoing a transformation. Community engagement is a foundational tool in this effort towards sustainability. But there are challenges some of which include:

• the need for a common and comprehensive language to describe our intentions around engagement,

• the need to shift the prevailing perception of community engagement from one of power distribution to collaboration, and

• the need to build capability in health service provider organizations to see engagement as a tool of community and organizational development.

A New Paradigm for Community Engagement

Assessing the Impacts of Public Participation: Concepts, Evidence and Policy Implications»“there is no empirical evidence that the current mechanisms…to enhance citizen participation, accountability and responsiveness are likely to be effective.”

From control and power to partnership and learning – a new paradigm

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Engagement – a strategic conversation

From control and power to partnership and learning – a new paradigm

Arnstein, Sherry R. "A Ladder of Citizen Participation," JAIP, Vol. 35, No. 4, July 1969, pp. 216-224

Sharing information

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Expected Community Engagement Outcomes

1. To inform decision-making respecting engagement practices including LHIN and Health Service Providers role clarity;

2. To create a common language that will facilitate strategic dialogue amongst provider communities;

3. To build community capability for collective and individual self-responsibility for healthcare; and

4. To contribute to the future sustainability of the Ontario health care system by creating more opportunities for engagement in health system transformation.

Project outcomes were developed from interviews with LHIN management and Task Group members

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In the fall of 2009 the Central LHIN created the community engagement task group consisting of ten (10) representatives from LHIN hospitals and other health service providers including LHIN representatives.

Vision and Goal

The goal of the initiative was, to develop a community engagement framework that will inform hospital strategic planning, integration efforts and HAPS submission. This goal was driven by a broader vision to diffuse a culture of engagement within the areas of interest of the hospitals and other health service providers that engages all stakeholders.

Building the Framework

“The knowing is in the doing” – application of group and adult learning principles

The foundation of the framework was built through an action learning process using group and adult learning concepts

Undertake a diagnostic of provider current engagement practices

Agree upon a collaborative contract in the form of a group charter

Application of a group learning process to a study case – an engagement strategy for York Central

Debrief the application experience to define common principles and framework

Align guidelines, tools and resources to the framework

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The Objectives of the Assignment

To improve the capacity of Task Group member organizations to engage their stakeholder communities,

To build understanding and commitment to the benefits of engagement in decision-making,

To attain a practical understanding of 1) the theory of engagement and 2) the use/application of tools, techniques and tips for engagement under various circumstances and 3) methods of evaluation and reflection on results,

To create a community of practice to support engagement strategies, to share lessons learned from engagement experiences and ensure the effective evolution of engagement practices within the Central LHIN, and

To facilitate innovation in engagement strategies by fostering a learning environment amongst Task Group members.

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The Framework for Community Engagement

TABLE OF CONTENTS

The engagement frameworkDefinition, principles and expected outcomes.

How to use this frameworkFour steps – initiation to tools.

Dynamic engagement processesBegin with a readiness assessment.

Dynamic engagement practices.Guidelines for choosing a practice.

Tools, tips and techniquesThe best web sites.

Champions of engagementSupporting human systems interveners


with the “community” to facilitate learning,

change and commitment

This framework is a decision-making tool that health service providers (hospitals and community organizations) can employ in developing and executing community engagement programmes. The framework positions community engagement as a practice of learning and change. It suggests that difficult decisions can collaboratively be made when the community co-creates with each other and is guided by explicit processes that respect adult learning principles.

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Definition of Community

Throughout this framework “community” means 2006, c. 4, s. 16 (2).

“in respect of a local health integration network that engages the community,

(a) patients and other individuals in the geographic area of the network,

(b) health service providers and any other person or entity that provides services in or for the local health system, and

(c) employees involved in the local health system.

Engagement Framework Principles

Engagement is about learning, change and commitment, not about power and control;

Engagement must always be associated with an outcome or commitment

Engagement, by its nature, is an interactive process

Engagement is a connective process that is focused on building a relationship with the “community”;

Engagement is an adaptive, emerging process requiring organizational and leadership support

Community Engagement: definition and principles

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The Framework for Community Engagement

Dynamic Engagement is a process that is directed by four psychological realities:

that engagement is an opportunity for learning and change by the community,

that people, the community, do not fear change, they fear the unknown

that any change or transition evokes a natural, emotional reaction, and

that “people own what they help to create”,

Dynamic Engagement is an on-going strategic conversation

with the community that has the desired outcome of building

capability to contribute to the achievement of a sustainable

health care system.

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Community Engagement Framework | INTRODUCTION

To move from the current state to a new state requires a creative mix of practices and processes over time.

PracticesIn shifting to a new paradigm, the framework includes a change in the traditional thinking of engagement as a linear practices to a more systems, connective and holistic view of engagement. These practices might be considered the” what” of engagement, the end goal.

Processes The processes reflect the “how” of engagement. They define over time a disciplined process that must each be competently and sequentially addressed for the engagement initiative to maintain a precarious balance on the engagement curve. The process is also interactive as additional understanding and awareness is developed.

A CURVE OF LEARNING AND CHANGE

The PracticesIn addition to the Initiation of the engagement initiative there are six (6) practices. Each practice represents a stance or goal that the sponsoring organization has initially taken with respect to the engagement initiative. Each practice is a legitimate end, however, the practice or stance may change as more information is revealed.

The ProcessesThe processes are structured along a curve of engagement. The process reflect three elements:1) change management experience, 2) a process consulting approach and 3) the questions associated with each process are built around the factors that are commonly seen in the development of an effective learning environment. The slope of the curve is important. To steep a slope and you risk falling off the curve; too much dip and you risk compliance; to flat and complacency sets in.

Some definitions:

SponsorIndividual/group who legitimizes the engagement initiative and has the power to make it happen

Engagement agentIndividual/group who is responsible for implementing the engagement initiative .

… What are the practices and processes involved ?

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The Engagement Curve - A Curve of Learning & Change

Building Relationships

Sharing Information

Search for Perspective

Deciding Together

Acting Together

Supporting People

Commitment & Feedback

NEW STATE

CURRENT STATE

Readiness Assessment

Awareness of Need

Collaborative Contract

Understand the Change

Positive Perception

Testing and Modifying

Commit to Action

PROCESSES informed by focused questions

Initiation1

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PRACTICES

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Adapted from ODR

Leading at the Edge of Chaos

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How to use this framework

STEP ONE : INITIATION

Sponsoring Organizations must go through an INITIATION process to review of the scope of the engagement initiative. See COMMUNITY ENGAGEMENT INITIATION

STEP TWO : DETERMINE ENGAGEMENT PRACTICE

Sponsoring Organizations must make a choice on the ENGAGEMENT PRACTICE they wish to initiate. See GUIDELINES FOR CHOOSING AND ENGAGEMENT PRACTICE

STEP THREE : EXECUTE ENGAGEMENT PROCESS

Sponsoring Organizations must address a series of questions for each ENGAGEMENT PROCESS to the extent of the engagement practice they have determined above. The Engagement Process questions can be supported by a variety of Tools and Techniques. Remind yourself of the definition of community and the practice of Engagement.

STEP FOUR : SELECT EFFECTIVE TOOLS

In the selection of tools, tips and techniques for community engagement, there are best practices that can be applied to comparable situations. However, all engagement is situational. The level of confidence and capacity in the engaged population is different; the environmental conditions which influence the population are different; the history of the system within which engagement is initiated is different. Examples of tools and techniques are provided

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The Engagement Path - an Overview

1. INITIATION is the point at which something triggers the need to engage the “community”, and you start to think what that involves. This will be largely influenced by the engagement requirement, strategic planning, HAPS, type of integration such as volunteer, facilitated or required and other considerations such as those associated with health equity issues, access, etc.

INITIATION

A. SHARING INFORMATION

B. SEARCH FOR PERSPECTIVE

C. DECIDING TOGETHER

D. ACTING TOGETHER

E. SUPPORTING PEOPLE

F. COMMITMENT AND FEEDBACK

DETERMINE PRACTICES

2. READINESS

3. BUILDING RELATIONSHIPS WITH THE “COMMUNITY”

4. AWARENESS OF THE NEED FOR CHANGE

5. COLLABORATIVE CONTRACT

6. CREATING THE CHANGE REQUIRED

7. POSITIVE PERCEPTION OF THE AGREED TO CHANGE

8. TESTING AND MODIFYING THE CHANGE

9. COMMIT TO ACTION

EXECUTE PROCESSES

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The operating phrase in the selection and application of tools is: “it depends.” There are literally hundreds of tools, tips and techniques that are relevant to community engagement; and because community is defined inclusively in the Act to include patients, the public, providers and employees, the range of tools increases dramatically. It does so because the scope of engagement, from sharing information to supporting people; and the broad nature of the community being engaged begins to move into the fields of community and organizational development.

SELECT TOOLS & TECHNIQUES

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Community Engagement Curve | INITIATION

Initiation is the point at which something triggers the need to engage the “community”, and the sponsoring organization begins to think what that involves.

This will be largely influenced by the engagement requirement, strategic planning, HAPS, type of integration such as volunteer, facilitated or required and other considerations such as those associated with health equity issues, access, etc.

1. INITIATION

What does your organization want to achieve – the desired outcomes ?

What does your organization want to preserve?

What does your organization want to avoid?

What is most important in this initiative?

What is most uncertain in this initiative?

Have you undertaken a stakeholder analysis to identify the “community”, key stakeholders and influencers? Who are the principal stakeholders in the “community”?

Do the stakeholders control, influence or give input to the initiative?

What are the perceived barriers to overcome?

What is the principle engagement practice or stance the sponsoring organization is taking in managing this engagement initiative? (See Guidelines for Choosing an Engagement Practice)

…clarify the scope of the Engagement Initiative


Sharing Information

Searching for Perspective

Readiness

Awareness of Need

PROCESSES

PRACTICESCURRENT STATE

Initiation

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Community Engagement Curve | PROCESSES

Readiness assessment is about taking time, slowing down before launching the engagement initiative.

The intent is to understand your role and perspective as engagement agent, the capacity and preparedness of your organization to follow through on the engagement initiative – its willingness, ability and skills and to develop a picture of the community in order to understand the issues and subsequent resistance that might be encountered.

2. READINESS ASSESSMENT

1. Does the community have the confidence and the capacity to engage? Are there definable stakeholders, existing organizations, networks, and community influencers.

2. Does the community have a direct stake in what happens? Are they directly and immediately impacted by what happens? Influenced by what happens in some way? Or is there no direct and immediate influence or impact?

3. Is there a clearly defined question or task for engagement initiative?

4. Has there been previous communication with the “community” to inform them of the subject of engagement?

5. What are other issues that are of current concern to the

community and how do they impact community willingness to engage?

… assess the community’s readiness to engage


Sharing Information

Searching for PerspectiveAwareness of Need

PROCESSES

PRACTICES

Initiation

Readiness

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6. Is there an engagement sponsor in your organization?

7. Are the sponsor’s goals for the engagement clear?

8. How dissatisfied is the sponsor with the way things are?

9. Does the sponsor understand what resources are needed for the engagement initiative to be successful?

10. Does the sponsor publicly convey the organization’s commitment to the engagement initiative?

11. Will the sponsor commit to be the organizations “one” voice to the community?

12. Has the sponsor undertaken an internal engagement processes to make sure your own organization is committed to the community engagement initiative?

13. Has the organization agreed on the boundaries of the engagement initiative? What is closed for discussion? What is open for discussion?

14. Does the organization have a perspective on the history of the issue and the positions of the various parties?

15. How will the organization define success?

16. Has the organization undertaken a risk assessment of the engagement initiative?

17. What have been the implementation challenges with engagement initiatives in your organization?

18. Are you clear on who is the engagement agent…the individual or group responsible for the engagement initiative?

19. Are you wearing too many hats – for example, communicator of information, facilitator of ideas, and controller of resources?

20. How do you perceive the community you are preparing to engage with? (Your image of them)?

21. What are your personal strengths with respect to this engagement initiative and the community?

22. What are your personal challenges with respect to this engagement initiative and the community?

23. What are your major worries or fears as the engagement agent regarding this engagement initiative?

24. What are your expectations, needs and wants as the engagement agent regarding this engagement initiative?

25. What are the difficulties or pitfalls that you commonly encounter as an engagement agent? How will you address these?

26. What is your level of confidence and capacity to carry out the engagement initiative?

(continued)


2. READINESS ASSESSMENT

… clarify your role as engagement agent… your organizational readiness for engagement

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Building Relationships is the earliest encounter an individual or group has with the fact that the engagement initiative that is taking place.

This process is about informal and formal communications and relationship building. Its focus is to establish the conditions for partnership and collaboration amongst engaged parties.

This process is about listening, acknowledging concerns and being curious about the people in the situation. It focuses on beginning to develop the conditions for a deeper dialogue and to understand hidden needs and fears

3. BUILDING RELATIONSHIPS

27. What are the existing channels of communication within the community?

28. How effective would you judge your communication efforts with the community

29. Who are the key actors (individuals or organizations) in the community ?

30. What informal relationships have you built and are undertaking with the community with the key actors related to this engagement initiative?

31. Does the community need to overcome past mistrust, controversy or beliefs about your organization?

32. Does your organization need to overcome past mistrust, controversy or beliefs about the community

33. How would you assess the level of trust between (within) your organization and the community?

34. Does the community share your organizations interests and concerns?

35. Have you established a community based reference or planning group and mutually determined their role in the engagement process?

36. What are you doing to build community confidence and capacity to engage?

…knowing the “community”


Sharing Information


PROCESSES

PRACTICES

Initiation

Readiness

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Awareness of the Need for Change addresses the “facts” about the topic under consideration in the engagement initiative including the external, influencing conditions.

The intent is to ensure that the “community” has the same body of information as the sponsoring organization on all aspects of the initiative.

This practice can be emotional. It is where the community’s expectations can be mis-matched (real or perceived) with the current information either evidence-based data or information derived from the interaction with other members of the community. This is a practice which elicits feelings, moods and emotional tones which if not designed to address these needs can result in confusion, anger and disappointment

4. AWARENESS OF THE NEED FOR CHANGE

38. What, in the view of the community (the key stakeholders), is at stake with respect to this engagement initiative?

39. Has an overall environmental scan about the conditions, future trends and events that are influencing the subject of the engagement initiative being undertaken?

40. Has the community partnered in the development and interpretation of the environmental scan?

41. What has been done to share the results of the environmental scan with the “community”?

42. Does the community have a good understanding of the reality to-day- current conditions influencing the topic of the engagement initiative?

43. What are the historical events, milestones that the community is proud of or is sorry about with respect to the topic of the engagement initiative?

44. What are the historical events, milestones that your organization is proud of or is sorry about with respect to the topic of the engagement initiative?

… gathering the evidence


Sharing Information


PROCESSES

PRACTICES

ReadinessInitiation

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45. Have you reviewed activities to date? What different perspectives have arisen? What has been validated?

46. Does the “practice or stance” you (the organization) had in the beginning of the engagement initiative need to change? (See Guidelines for Choosing an Engagement Practice)

47. If the engagement initiative continues to a new level of practice has a collaborative contract with the community been developed or if engagement initiative discontinues: Are you asking the community for feedback? How will you keep people informed?

48. Have you professionally completed the engagement initiative? Like a relationship, knowing how to end an engagement initiative is as important as knowing how to start it. Assessing the accomplishments, recognizing organizational strengths and weaknesses, recognizing the strengths and weaknesses of the community, completing points considered as having been put aside during the process, are all aspects that are easily overlooked.

49. How will you continue the relationship with the community?

50. What are possible areas for follow up and future learning?

4. AWARENESS OF THE NEED FOR CHANGE … continued

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Collaborative Contract involves contracting between the community and the organization sponsoring the engagement initiative. The contract is one of the most important components of the engagement process, since it determines how the partners in engagement will collaborate. If the contract is not clear, is not accepted or is not respected, the expectations of partners will not be satisfied and the relationship will eventually become handicapped by mistrust, resentment, competition and exploitation. The collaboration contract provides an opportunity to define the boundaries, set realistic, mutual expectations with the community. It presents an opportunity to clarify, based upon the relationships and activities to date, if the presenting problem associated with the engagement initiative is the real problem. Often the collaborative contract needs to be re-contracted as new information arises during the engagement process.

5. THE COLLABORATIVE CONTRACT

51. What does the community want? What does the community not want?

52. What do you (the organization) want? What don’t “you” want?

53. What is the community willing to do – not willing to do?

54. What are you (the organization) willing to do – not willing to do?

55. Are the involved parties willing to collaborate with each other 50/50 on the activities over the scope of the engagement initiative?

56. What support does the community require to facilitate their engagement?

57. What is the timeframe for the engagement initiative?

58. What feedback is expected from all parties?

59. Have you defined together what mutual success look like?

60. What opportunities have you built in to the process to celebrate successes and to ensure that humour and fun are part of the process of acquiring new ideas and perspectives?

… the conditions for on-going collaboration

Understand the Change


Deciding Together

Positive PerceptionPROCESSES

PRACTICES

CollaborativeContract

Awareness of Need

Acting Together

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Understanding the change required is where “resistance” to the topic of the engagement initiative can harden into a negative perception, if the practices to date have not been adequately addressed.

Conversely, if done well to this point, this practice level can be where participants begin to develop a co-created view of what the future associated with the engagement topic could look like based upon their common learning experiences.

6. UNDERSTANDING THE CHANGE

61. What is the shared understanding of the community involved in the engagement initiative respecting the future goals of the of the engagement initiative topic?

62. What are the obstacles that can get in the way of achieving the stated shared understanding?

63. Have you asked what other community health service providers will influence or be influenced by the topic of the engagement initiative?

64. What are you (your organization) doing to cause or maintain the problem associated with the engagement initiative?

65. What are others (the community, other health service providers) doing to cause or maintain the problem associated with the engagement initiative?

66. What are the underlying assumptions and beliefs that might be hidden or covert to the engagement initiative? These are the needs and issues that are not being discussed in the community or in your organization?

67. What progress measures will stakeholders accept as suitable feedback measures of success associated with the topic of the engagement initiative?

68. What final measures will stakeholders accept as suitable feedback measures of success associated with the topic of the engagement initiative?

… collaboratively clarify the problem

Understanding Change


Deciding Together


PRACTICES


Awareness of Need

Acting Together

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Positive Perception is a stage the community sees itself as part of a larger partnership. They may see their own responsibility in the challenges raised by the engagement initiative and look for support from the sponsoring organization or others to act on their own behalf for the benefit of organizational or community development.

This is a practice in which actions leading towards the desired change associated with the engagement initiative topic are developed and tested.

7. POSITIVE PERCEPTION

69. Is there a clear set of implementation actions identified to overcome barriers to the desired state associated with the topic of the engagement initiative?

70. Are there champions across the community to advance new ideas and ways of doing things?

71. Are there champions in the sponsoring organization to ensure that the positive outcomes of the engagement initiative are sustained?

72. Is the leadership at the community and sponsoring organization demonstrably involved and shared amongst stakeholder interests?

73. Is there a sustainable organizational structure in place to maintain the dialogue between your organization and the community?

74. What has been put in place to ensure the on-going community learning and experimentation?

75. How will your organization keep the community informed?

76. Do you have agreed monitoring and evaluation methods?

…setting the conditions for success

Understanding Change


Deciding Together


PRACTICES


Awareness of Need

Acting Together

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Testing and modifying is a practice in which actions leading towards the desired change associated with the engagement initiative topic are developed and tested.

This is a practice stage that requires an environment that encourages open dialogue or the opportunity for people to think together in solving the inevitable problems that arise during testing. As difficulties are resolved, a more realistic level of conviction and commitment towards the desired state develops.

The role of leadership is fundamental here – mistakes will be made. It is leadership’s role to remind the participants of the desired state in terms of the principles and values to be attained.

8. TESTING AND MODIFYING

77. How will you ensure that leaders remain committed to modelling new behaviours and practices?

78. How will you oversee the implementation process and course correct?

79. Have you identified and implemented “small” changes to demonstrate momentum? i.e. pilot projects

80. What are the impacts of the change related to the engagement initiative on peripheral stakeholders?

81. What support are you providing to the change champions related to the topic of the engagement initiative?

82. Have you a method to monitor the reaction of staff to the change?

83. How are you assessing the impact of the change on customers, clients, patients?

84. Are the right skills and competencies in place in the community or in your organization to ensure success?

85. What methods will you use to celebrate and reward the efforts of creating the new state?

86. How will you keep old political dynamics from creeping back into the new state?

87. How will you ensure, with the community, that front-line staff and the public understand how the new situation will function?

88. How will you communicate course corrections discovered during this practice stage?

…sustaining the momentum

Acting Together

SupportingPeople

Commit to Action

PROCESSES

PRACTICES


Positive Perception

Commitment &Feedback

NEW STATE

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Commitment and feedback is a stage where the community is involved and highly committed to the change related to the topic of the engagement initiative because it reflects their interests, goals or values – the system and the people are aligned.

“People own what they help to create”. There is consensus and a commitment to implementation and actions. To maintain this practice requires continuous dialogue and engagement of the affected community members.

9. COMMITMENT AND FEEDBACK

89. How well did you meet the expectations for the engagement initiative?

90. How effective were your strategies for building readiness and capacity for change?

91. How well were relationships created, developed, managed and maintained to support the topic of the engagement initiative?

92. How clear and effective was the decision-making?

93. How well was new information handled, generated and used for refinements and course corrections?

94. How much more capable is the community in adapting to conditions that are changing?

95. How would you describe the condition people of the community at the conclusion of this engagement initiative?

…assessing your relationships

Acting Together

SupportingPeople

Commit to Action

PROCESSES

PRACTICES


Positive Perception

Commitment &Feedback

NEW STATE

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Community Engagement Practices INTRODUCTION

The PracticesIn addition to the Initiation of the engagement initiative there are six (6) practices. Each practice represents a stance or goal that the sponsoring organization has initially taken with respect to the engagement initiative. Each practice is a legitimate end, however, the practice or stance may change as more information is revealed.

… Guidelines for choosing an Engagement Practice


with the “community” to facilitate learning,

change and commitment

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Guidelines for choosing an Engagement Practice

Sharing Information | Basic IntentYou tell people what is planned, openly share information.

ImplicationsInformation sharing underpins all other engagement practices and may, in some circumstances, be appropriate on its own.

A. SHARING INFORMATION

Sponsor PracticeHere is what we are going to do… Communications.

Sponsor BenefitLeast effort (initially)

Sponsor IssuesEscalation

Pitfalls to WatchEven though you may not want much feedback – the meaning of information sharing lies in the response you get – not what you say.

Needed to StartClear vision, clear audience, clear language.


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Searching for Perspective | Basic IntentYou offer a number of options and listen to the feedback you get on perspectives

ImplicationsWhen you can offer the “community” some choices on what you are going to do – but not the opportunity to develop their own ideas or participate in putting plans into action

B. SEARCHING FOR PERSPECTIVE

Sponsor Practice Here’s our options – what do you think? Communication and feedback.

Sponsor BenefitImproves chances of getting it right.

Sponsor IssuesExpectations

Pitfalls to WatchYou are not clear if you have the resources, skills or mandate to carry out the options discovered or the means of implementing. .

Needed to StartRealistic options, ability to deal with the feedback.


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Deciding Together | Basic IntentYou create trustful conditions for dialogue in which you encourage others to provide some additional ideas and options, and join in deciding the best way forward

ImplicationsDeciding together means accepting other stakeholder ideas and then choosing together from options that have been developed together.

C. DECIDING TOGETHER

Sponsor Practice We want to develop options and decide actions together. Consensus building.

Sponsor BenefitNew ideas and commitment from others.

Sponsor IssuesConfidence and capacity.

Pitfalls to WatchYou are not clear if you have the resources, skills or mandate to carry out the options discovered of the means of implementing.

Needed to StartReadiness to accept and follow through on new ideas, new structures


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Acting Together | Basic IntentNot only do different interests co-create together, but they form a collaborative arrangement to carry it out.

ImplicationsEffective partnerships need the commitment to time and effort to develop. Partners need to feel they have an equal stake in the planning, development and implementation.

D. ACTING TOGETHER

Sponsor PracticeWe want to carry out our decisions together. Partnership Building.

Sponsor BenefitNew ideas and ownership of vision and implementation

Sponsor IssuesTrust and control.

Pitfalls to WatchBuilding an alliance or partnership takes high levels of trust and a willingness to live with some ambiguity. Spend time getting to know and to trust partner stakeholder.

Needed to StartWillingness to learn new ways of thinking and learning.


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Supporting People | Basic IntentYou help others do what they want – perhaps within a framework of provided resources and advice.

ImplicationsThis is the most “empowering” process. The focus is on helping other “community” stakeholders develop and carry out their own plans. In organizations this might mean self-managed teams in the broader community it might mean new, independent forms of organization.

E. SUPPORTING PEOPLE

Sponsor PracticeWe can help you achieve what you want within these guidelines. Focus is on Community and/or Organizational Development

Sponsor BenefitDevelopment of community and/ or organizational capacity.

Sponsor IssuesAccountability.

Pitfalls to WatchThis process needs lots of attention on building capacity in the “community” – skills training, understanding governance, business planning etc.

Needed to StartCommitment to continue support.


F. COMMITMENT AND FEEDBACK

Commitment and Feedback | Basic IntentThere is consensus and a commitment to implementation of actions. You seek feedback on relationships and, evaluate performance results.

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Tools, Tips and Techniques

Involve - Involve are public participation specialists; bringing institutions, communities and citizens together to accelerate innovation, understanding discussion and change.

http://www.involve.org.uk/people_and_participation/

CPRN - Canadian Policy Research Networks (CPRN) advises Canada's leaders on the issues of our times and the policy options to move Canada forward. CPRN has undertaken a number of large scale deliberative citizens' dialogues CPRN is Canada’s center of excellence for the theory and practice of public engagement

http://www.cprn.org/doc.cfm?doc=1857&l=en

IAP2 - IAP2 has a wealth of resources available assist organizations, decision makers, policy makers and practitioners to improve the quality of the public participation work.

http://iap2.org/associations/4748/files/06Dec_Toolbox.pdf

Partnerships On-line - The A-Z of Effective Participation both topics about participation, and techniques.

http://www.partnerships.org.uk/guide/AZpartic.html

Through the guidance of the questions associated with each engagement process and related practice, tools and techniques of engagement can be more expertly selected to fit the unique conditions of the engagement initiative and the community.

The best web sites for the 100’s of engagement tools, tips and techniques are found at the URL’s noted below. The OHA will launch a best practice website in spring, 2009

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Champions of Engagement

As a champion of engagement you are not a facilitator you are an intervener in human systems

As such, critical competencies are required, they include: Self-awareness of your strengths and challenges as a

human systems intervener

Systems thinking skills and perspective

Process consultation techniques

Theory and application of large group methods

Understanding of small group dynamics

Creating collaborative climates through skilful dialogue

Understanding the human side of change

Constructive conflict resolution

Educating the engagement agent to manage the unpredictability of engagement and

Supporting him/her through communities of practices, coaching and peer review.

When the tools and techniques have run their course - you are still the conduit. When you engage with a human system, half of the interaction is you …Dave Jamieson, You are the Instrument (adapted)

Being a champion of engagement is exciting, challenging, scary, intense, and rewarding. Through this work we help others, and we grow ourselves

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