Delivering

Consider the tasks that need to be completed, and identify people who would be best at completing that. This can be based on their position in the community (people who can remove local barriers, garner support, and influence outcomes), their role in the city or at CPS (people who can remove institutional barriers, provide access to resources, people, or carry influence), or based on their experiences and skills (people who can turn the concept into a reality). List all members of your implementation team, including the core team members present in the meeting.

For every team member listed in Step 1, record their role on the team and what they will be responsible for.

Agree as a team and record in the worksheet. It may also be helpful to determine who will be responsible for managing the calendar and sending invites.

List which stakeholders should be involved and how often you will meet with them. Consider using the participatory engagement framework to determine their different levels of involvement.

Discuss and record agreements to ensure you stay on track. Consider the following guidelines:

• Project status should be visible. Create a project planning chart that is accessible to all team members, so everyone can see progress across workstreams. This becomes your guiding document to ensure all workstreams continue moving forward. When kept up-to-date, you can identify barriers as they arise and address them immediately to avoid losing momentum.
• The core team should meet frequently to ensure alignment and solve problems together. Establish weekly meetings at minimum with the core team and put these on the calendar. Depending on the phase of delivery, you may wish to have daily stand-up meetings where you address any challenges that came up during the previous day, and align on priorities for the day. This is a great time to ask for help from team members, discuss any new needs that have come up, or agree to changes on resource allocation.
• Set up a shared digital drive. This is your team’s go-to place for all materials related to this project. If you update a file, be sure to save it in the shared drive, using an agreed upon naming convention. This ensures the drive always has the most accurate and up to date information.
• Schedule Milestone Reflection discussions: Set up these meetings as reflection and check-in moments upon completion of each milestone. Ask yourselves, are we on track? Do we need to do something different? What has been working well? Do we need to add a new milestone to our calendar?

Assign expectations for each primary stakeholder, clarifying what their role would be to help solve problems and remove barriers. This may include identifying who you may need to involve (because of their influence or position), scheduling re-alignment sessions, or re-allocating resources and ownership. By setting this up in advance, all members are better prepared to respond to unanticipated circumstances, and know what the team expects from them. Also consider reflection sessions as a means for monitoring your progress. These can help you identify issues early on, before they derail the project.

Choose up to three different stakeholders and allocate one stakeholder to each circle of the Venn diagram. Include your primary stakeholder, or the group most impacted by the concept, as one of the selected groups. If you have more than three stakeholders, repeat the exercise with three stakeholder types at a time.

The zones of intersection mark areas of shared value between the different stakeholder groups, and the zone in the middle reflects value generated for all three.

Beginning with your primary stakeholder, spend 2 minutes brainstorming the different types of value that you expect the solution to create from them. Remember, the goal is to find benefits beyond just the financial. Capture each idea for a potential type of value created by the solution in a separate sticky. Some types of values you should consider as a starting point are:

• Functional value relates to reduced effort and inefficiencies, and improvements in processes. For example: The toolkit will make planning easier, streamlining the process for administrators and reducing the number of necessary proposal resubmissions.
• Cognitive value refers to the benefits that come from reducing mental energy spent making sense of something. For example: The new application process is much easier to follow, requiring only 6 steps in a single platform instead of 12 steps across 3 platforms.
• Emotional value refers to how an intervention is intended to make people feel about the solution and about your organization. For example: Involving the community members in the community planning efforts will build a sense of trust and shared ownership.
• Financial value refers to savings or monetary gains created by a solution. For example: A more streamlined procurement process may result in savings for a community investing in school improvement efforts. A more intuitive application process should reduce inquiry calls to a CPS call center, generating savings.

Place your stickies in the stakeholder circle of the venn diagram and repeat this process with your other stakeholders.

Consider the cluster of stickies within each stakeholder circle. Are any of them shared values? Move the relevant stickies to the intersections of circles in the venn diagram that represent shared values. Set aside or discard any duplicate stickies.

Your map should be relatively balanced. If you have areas of the map with no values, that is okay. Do not feel pressured to make up false values that might not actually meet the needs or goals of each stakeholder group. If your map has many gaps, consider Testing your concept with those stakeholder groups who have value gaps to further explore your assumptions on the value of your concept.