Supporting a Community Relations and Development Issues Management Process
refers to those aspects of a community that significantly influence the quality of community life and the general satisfaction that community members have about the state of their community (key contributors include education, health care, political process, transportation infrastructure, state of the economy, social relations etc.)
refers to the relations between (1) particular community groups, and/or (2) between the community as a whole and particular community groups
refers to activities that constructively protect, maintain and enhance key contributors to the quality of community life, including community relations (in accordance with the ethical framework that a society uses to govern its affairs)
Issues Management Process is comprised of the following steps:
(1) issues identification
(2) issues examination and analysis
(3) informed decision making
(4) action planning
(5) implementation
(6) review and adjustment (if necessary)
The community relations and development issues management process is comprised of similar steps that typically take place in the following stages:
1. Stage 1 - Making an Informed Decision
a. identify the key contributor to the quality to community life, including community relations,
to be examined
b. establish the objectives, examine and analyze the issue
c. make an informed decision about how to shape the key contributor
2. Stage 2 - Action Planning and Implementation
a. develop an action plan to achieve the objectives of the informed decision
b. implement the plan
3. State 3 - Review and Adjustment
a. review progress on the implementation of the action plan and achieving the objectives of
the plan
b. make any necessary adjustments
The issues management process produces the following types of action plans:
(1) introduction of something new or doing more of something in a commnity (e.g. examining and providing input into the proces of building a new museum that addresses complex historical issues within the community)
(2) removing something or doing less of something in a community (e.g. examining and providing input about the potential decision to close a school)
(3) maintaining some aspect of the community (e.g. examining and advising on how to maintain existing and constructive relations between racial groups within a community)
The purpose of an advisory issues management support process is to:
(1) promote constructive engagement and relations among diverse community members, key stakeholders and key decision makers (increase appropriate and constructive inclusion within the community issues management process)
(2) provide key decision makers (partners) with an additional point of diverse community contact and source of input, analysis, advise and support regarding the management of key contributors to the quality of community life, including community relations
This process helps to enhance community relations in the midst of promoting more informed community management/development decision making and implementation
Note: the purpose of this process is to constructively complement the community management/development decision making and implementation process of key community stakeholders and decision makers
Note: the issues management support process is a more comprehensive examination and advisory process that either the meet-greet-discuss or the expedited community review
A council with a directly and centrally involved partner may be provided with the issue to work on by the partner. Councils with less directly/centrally involved or no partners typically participate in or lead the issue selection process.
the process of selecting the issue to be reviewed (the key contributor to the quality of community life, including community relations)
A council either works with a directly/centrally involved partner to examine and analyze a key contributor to the quality of community life, including community relations, or conducts the analysis on their own
the process of analyzing the nature of the issue, causes/drivers of the issue, expected impacts, manageable causes/drivers etc..
A council may provide (1) direct input in an advisory capacity into the decision making process of an active/centrally involved partner, or the council may (2) prepare a report/presentation for less directly involved partners, a (3) report for distribution via their own information management system (e.g. a CRD-Council website), and/or (4) report for the CRDD-SCHAC (incorporated into the annual Community Relations and Development Report)
the process of deciding what actions to take in order to protect, maintain or enhance the quality of community life, including community relations
A council may provide (1) direct input in an advisory capacity into the action planning process of an active/centrally involved partner, or (2) prepare and distribute a suggested plan of action on their own
the process of developing the plan of action that will achieve the objectives of the informed decisions
A council may provide (1) direct input in an advisory capacity into the implementation process of an active/centrally involved partner, or (2) prepare and distribute a suggested plan of action on their own
the process of implementing the action plan in order to achieve the objectives of the informed decision
A council may provide (1) direct input in an advisory capacity into the implementation process of an active/centrally involved partner, or (2) prepare and distribute a suggested plan of action on their own
the process of reviewing progress toward achieving the goals of the informed decision and making any necessary adjustments
Note: A CRD-Council may provide input into and advise on a single stage in the process, multiple stages or the entire process
| Amplify a Strength in the Community | Address a Gap in Community Conditions (gap between what is and what would be preferred) | |
|---|---|---|
| 1st Quarter | Identify and review what is being suggested for amplification | Identify and review the gap |
| 2nd Quarter | Map out and review the key requirements that support efficient and effective amplification (including constructive management of resistance)
| Map out and review the key requirements that support efficient and effective reduction/removal/mitigation of the gap (including constructive management of resistance) |
| 3rd Quarter | Identify and organize the required actions | Identify and organize the required actions |
| 4th Quarter | Make an advisory presentation | Make an advisory presentation |
Note: Gap management occurs when there is reasonable agreement about a preferred state that differs from the actual state. Establishing reasonable agreement about a preferred state (e.g. a city/county needs to provide home owners with the option of offering short term rentals) often becomes a significant step in the gap management process
| Introduce something New or do More of something in the Community |
Remove something or do Less of something within the Community | Maintain something in the Community | |
|---|---|---|---|
| 1st Quarter | Review what is being suggested for introduction
or increase | Review what is being suggested for removal or reduction | Review what needs to be maintained |
| 2nd Quarter | Map out and review the key requirements that support efficient and effective introduction or increase (including constructive management of resistance)
| Map out and review the key requirements that support efficient and effective introduction (including constructive management of resistance) | Map out and review the key requirements that support efficient and effective maintenance (including constructive management of resistance) |
| 3rd Quarter | Identify and organize the required actions | Identify and organize the required actions | Identify and organize the required actions |
| 4th Quarter | Make an advisory presentation | Make an advisory presentation | Make an advisory presentation |
A CRD-Council decides to plan and execute an issues management support process for the purpose of achieving some of the outcomes listed above
The CRD-Council contacts the Community Relations and Development Division (CRDD) of the South Carolina Human Affairs Commission (SCHAC) to review the proposal
CRD-Council, key community partners (if any) and staff from CRDD-SCHAC review the proposal and decide whether to continue
CRD-Council, key community partners (if any) and representative(s) from CRDD-SCHAC develop a plan for the process (goals, general approach, location/facilities etc.)
CRD-Council and key community partners (if any) organize and execute the process (the level of support provided by CRDD-SCHAC will depend on the resources available and the skills/needs of the CRD-Council)
Members of the CRD Council, key community partners (if any) and staff from CRDD-SHAC conduct a review of the process and decide on next steps (if any). This review includes how the nature and outcomes of the process will be communicated to the community
Constructive and efficient support for an issues management process depends on the use of well designed processes and effective facilitation. The CRDD-SHAC will be able to provide support either directly or via a network of competent facilitators
Click here to inform CRDD-SCHAC about your intent to support an Issues Management Process (scroll to the bottom of the page)
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