free html templates

 Supporting a Community Relations and Development Issues Management Process

Support for the Community  Relations and Development Issues Management Process is an organized and comprehensive process that brings diverse, informed and collaborative community members and key community stakeholders together for the purpose of: 
(1) promoting constructive engagement and relations both within and between diverse community members and key community stakeholders
(2) providing diverse, comprehensive and organized support for a community issues management process that addresses key contributors to the quality of community life, including community relations
(3) providing a brief report on the outcomes of the issues management process to the CRDD-SCHAC

Mobirise

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)

Nature of the Issues Management Process

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 

General Types of Issues Management

(1) Gap Management is a process of identifying, analyzing and addressing a gap between an actual state and a preferred state
(2) Stength amplification is a process of identifying, analyzing and amplifying a community strength

Types of Action Plans produced by Issues Management Processes

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 different religious 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 CRD-Council may provide support at various points within the issues management process (or throughout the whole process)

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.

Issues Identification

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

Issues Examination/Analysis

the process of analyzing the nature of the issue, establishing preferred states, causes/drivers of gaps or strengths, 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, (3) a report for distribution via their own information management system (e.g. a CRD-Council website), and/or (4) a report for the CRDD-SCHAC (incorporated into the annual Community Relations and Development Report)

Informed Decision Making

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

Action Planning

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 implementation plan on their own

Implementation

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 review/adjustment process of an active/centrally involved partner, or (2) prepare and distribute a review/adjustment report on their own

Review and Adjustment

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

An issues management support process typically takes place over the course of a year or more
Below are typical elements of an annual cycle (each element involves at least a half day meeting)

Amplify a Strength and Manage a Gap related to a Community

Amplify a Strength
in the Community
Address a Gap in Community Conditions
(gap between what is 
and what should be)
1st QuarterIdentify and review what is being suggested for amplification
Identify and review the gap
2nd QuarterMap 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 QuarterIdentify and organize the required actions
Identify and organize the required actions
4th QuarterMake 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. determining the extent to which home owners should be provided with the option of offering short term rentals) often becomes a significant step in the gap management process.  Identification of preferred states should take place within the ethical framework of invididual, minority, group, future generation, natural environment and majority rights/interests)

CRD-Councils may participate in a post community decision/proposal process.  The CRD-Council may provide review and/or implementation assistance (e.g. a CRD-Council is asked to provide feedback on and implementation assistance for a new health information campaign).  Below is an example of an implementation support 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 QuarterReview  what is being suggested for introduction or increase
Review what is being suggested for removal or reductionReview what needs to be maintained
2nd QuarterMap 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 QuarterIdentify and organize the required actions
Identify and organize the required actionsIdentify and organize the required actions
4th QuarterMake an advisory presentation
Make an advisory presentationMake an advisory presentation

General Steps in Setting Up and Managing an Issues Management Support Process

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

WOULD YOU LIKE SOME ASSISTANCE IN PLANNING AND EXECUTING AN ISSUES MANAGEMENT SUPPORT PROCESS?

The Community Relations and Development Division (CRDD) of the South Carolina Human Affairs Commission (SCHAC) would like to work with local partners to help them successfully support the examination of key issues within their community.
 
The CRDD-SCHAC has a variety of resources that help provide support for the issues management process.  If a CRD-Council would like to support a issues management process, please let us know by filling out and sending the brief form below.  We will get back to you within 24 hours and are looking forward to working with you.

Address

1026 Sumter Street                    
Columbia, SC, 29201

Contacts

Email: saundra@schac.sc.gov
Phone:  (803) 737-7800