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Community Building and Engagement

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David Daniel
David Daniel

Without community action, programs and projects cannot be successful! This deck outlines the first steps in designing a community of interest within an organization.

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Community Building david.daniel@casewise.com David Daniel Principal Consultant
2 © 2015 Casewise - confidential Individuals, Groups and Community Engage for Different Reasons Engagement Levels Individuals • Intra-personal • An individual’s perceived personal capacity to influence systems • Interactional • Improved knowledge and skill to master systems Groups • Facilitate confidence and capabilities of individual • Feedback of benefits to individuals • Builds confidence Community • Provides inertia to move and remain moving • Builds trust • Defines and builds capacity • Normalizes diversity of opinion
3 © 2015 Casewise - confidential Build Community with the ‘End Game’ in Mind Understand Desired Outcomes Decision Making Direct Action Building Influence Desired Outcomes Application Lifecycle Management Infrastructure Lifecycle Management Organizational Change Management Data Strategy M&A Support Product Portfolio Management Audit Support Intellectual Property Mining Solution Architecture
4 © 2015 Casewise - confidential Understanding Complex Interactions Leads to Successful Engagement Define the Community Actors • Who are the stakeholders? • What roles do they play? Boundaries • Define inter-group and intra-group borders • Define the edges/overlaps Connections • Define the information requirements across groups • What is the shared value? Relationships • Determine communication patterns • Define resource flows • Outline authorities
5 © 2015 Casewise - confidential Places Desired Outcomes into Actionable, MeasurableTerms Define Goals and Benefits Well Defined • Must be clearly defined and measurable • Must be attainable • Must be shared Well Communicated to Individuals • Must see themselves in the problem, as well as in the solution • Must see it as an opportunity, not an obligation • Must believe that desired outcomes are possible • Must believe that the benefits outweigh the cost of participation
6 © 2015 Casewise - confidential Measured Advances in Community Engagement Next Steps 1. Build a community engagement plan • Poll stakeholders to determine outcomes and involvement • Construct structured, executable plan for community 2. Socialize with senior leadership • Gain written support for engagement plan 3. Execute approved community action plan • Piloted or phased, based on plan 4. Measure results and communicate analysis • Provide real-time and periodic metrics • Gather senior leadership input at pre-determined milestones 5. Adapt and execute community engagement plan • Plan becomes a living document for program execution
Discussion david.daniel@casewise.com David Daniel Principal Consultant

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Community Building and Engagement

  • 2. 2 © 2015 Casewise - confidential Individuals, Groups and Community Engage for Different Reasons Engagement Levels Individuals • Intra-personal • An individual’s perceived personal capacity to influence systems • Interactional • Improved knowledge and skill to master systems Groups • Facilitate confidence and capabilities of individual • Feedback of benefits to individuals • Builds confidence Community • Provides inertia to move and remain moving • Builds trust • Defines and builds capacity • Normalizes diversity of opinion
  • 3. 3 © 2015 Casewise - confidential Build Community with the ‘End Game’ in Mind Understand Desired Outcomes Decision Making Direct Action Building Influence Desired Outcomes Application Lifecycle Management Infrastructure Lifecycle Management Organizational Change Management Data Strategy M&A Support Product Portfolio Management Audit Support Intellectual Property Mining Solution Architecture
  • 4. 4 © 2015 Casewise - confidential Understanding Complex Interactions Leads to Successful Engagement Define the Community Actors • Who are the stakeholders? • What roles do they play? Boundaries • Define inter-group and intra-group borders • Define the edges/overlaps Connections • Define the information requirements across groups • What is the shared value? Relationships • Determine communication patterns • Define resource flows • Outline authorities
  • 5. 5 © 2015 Casewise - confidential Places Desired Outcomes into Actionable, MeasurableTerms Define Goals and Benefits Well Defined • Must be clearly defined and measurable • Must be attainable • Must be shared Well Communicated to Individuals • Must see themselves in the problem, as well as in the solution • Must see it as an opportunity, not an obligation • Must believe that desired outcomes are possible • Must believe that the benefits outweigh the cost of participation
  • 6. 6 © 2015 Casewise - confidential Measured Advances in Community Engagement Next Steps 1. Build a community engagement plan • Poll stakeholders to determine outcomes and involvement • Construct structured, executable plan for community 2. Socialize with senior leadership • Gain written support for engagement plan 3. Execute approved community action plan • Piloted or phased, based on plan 4. Measure results and communicate analysis • Provide real-time and periodic metrics • Gather senior leadership input at pre-determined milestones 5. Adapt and execute community engagement plan • Plan becomes a living document for program execution