Linking Community Visioning and Highway Capacity Planning (2012) / Chapter Skim
Currently Skimming:
Pages 53-58
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 53... ...
As described in earlier sections illustrating the model Vision Guide, partners are individuals or organizations with an active and defined role, and with influence over the visioning process. Partnerships may be formed to leverage financial or in-kind resources for a vision, to provide a forum for stakeholder cooperation, or to provide executive-level decision-making authority.
|
From page 54... ...
Developing Decision-Making Authority Visioning processes are complex arrangements of stakeholders that require consensus agreement at key decision points to sustain a successful process. Although visions are open, inclusive, and consensus-based processes, they do require executive-level decision authority to reconcile differences, craft summary language, agree on methods, data, tools and techniques, put forth recommendations, and make final decisions on key outcomes.
|
From page 55... ...
• Formal arrangements include partnership models such as boards of directors, councils, or any executive-level decisionmaking entity. • Informal arrangements include partnership models such as task forces, working groups, advisory committees, or project teams formed for specific purposes, such as public outreach, technical efforts, or implementation monitoring and reporting.
|
From page 56... ...
Finally, executivelevel partnering models provide ultimate authority over the approval and adoption of final vision outcomes. The next section provides several partnership examples from existing visioning processes.
|
From page 57... ...
application within the Vision Guide Forming partnerships is a key task throughout the visioning process, and partners can be engaged either as a need arises or for the duration of the project. In addition, partnerships often are the lasting outcomes of a vision, maintaining cooperative relationships and momentum for the vision's goals long after public involvement activities are completed.
|
From page 58... ...
Partnerships developed during earlier input or planning processes may be continued, or the practitioner may foresee the need to create new partnerships geared specifically toward implementation. Partner responsibilities developed at this stage may be transferred to future commitment tracking or outcome measurement processes.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.