About the Center Center for Collaborative Policy CCP _2c3b93bc-eae8-11e1-b591-247e872741e8 The Center for Collaborative Policy is a unit of the College of Social Sciences and Interdisciplinary Studies at California State University, Sacramento. The Center was established in 1990 as the California Center for Public Dispute Resolution, which was originally a joint program of California State University Sacramento and the McGeorge School of Law, University of the Pacific. California State University, Sacramento _2c3b9c9a-eae8-11e1-b591-247e872741e8 The mission of the Center is to build the capacity of public agencies, stakeholder groups, and the public to use collaborative strategies to improve policy outcomes. _2c3b9e20-eae8-11e1-b591-247e872741e8 Clarity Clear Role and Purpose: Going into a stakeholder process, the participants understand their role, their responsibilities, and the purpose of the effort. Roles Purposes Transparency Transparency of Decision-Making: However decisions will be made is discussed and identified on the front of a stakeholder process. This does not mean that stakeholders, as contrasted with authorized governmental bodies, need to be the ultimate decision-makers. Rather, it means that stakeholders understand the decision-making ground rules before they invest their time in the process. Based on their evaluation on the decision-making rules, they can choose to participate or not participate. This transparency extends to how the ultimate decision will be made as well as to how decisions, including advisory decisions, will be made within the stakeholder group itself. Interests Interest-Based Decision-Making: If consensus-building or collaborative action among historical adversarial interests is a goal of the stakeholder effort, then the decision-making structure needs to reflect this goal. This would mean that for the outcome of process to be considered collaborative, the major interest groupings as defined by the collaborative would need to be supportive of the decision or recommendation. Engagement Every Effort to Bring Affected Stakeholders into the Process: At the beginning of any process, a conscious and serious effort is made to identify and recruit stakeholders whose interests are affected by the policy discussions. This requires a thorough stakeholder analysis process at the start up of a collaborative process or advisory board process. It speaks to how legitimate and inclusive a process is. Stakeholder Analysis Organized Constituencies Stakeholders Represent Organized Constituencies: When organizing stakeholder processes, as a general rule the participants should represent and be accountable to established organizations, rather than serving as individual citizens. Interest Exploration Upfront Exploration of Interests: During the initial stages of a process, a genuine effort is made to explore and communicate the underlying concerns and needs (interests) of the stakeholders participating in the process. Communication Participation Common Understanding Common Understanding of Problems and Joint Fact Finding: Time and resources are devoted to developing a common information base among stakeholders. Joint Fact Finding Expertise Policy and Technical Expertise: Meaningful stakeholder processes require some level of external policy and technical support to accomplish their goals. Respect Respectful and Authentic Process: The process is managed so that all are heard and respected. A key role of the collaborative specialist / facilitator is to manage the dialogue so that the conditions of accuracy, comprehensibility, sincerity, and legitimacy are protected. Authenticity Accuracy Comprehensibility Sincerity Legitimacy Transparency of Products Transparency of Products: The product needs to accurately reflect the outcome of the stakeholder discussion, in terms of the level of stakeholder support expressed as well as the stakeholder rationale for their recommendation. Specifically, the policy recommendations developed by the stakeholder group clearly state those who support the recommendation, those who oppose and why, those who conditionally support and why, and those who abstain or did not comment and why. Resources Resources: Stakeholder processes need to be funded such that there are appropriate resources to accomplish the above objectives. Governance Capacity Enhance the existing capacity of governing institutions to use collaborative methods _2c3b9ec0-eae8-11e1-b591-247e872741e8 1 Governing Institutions Policy and Conflict Resolution [Provide] Collaborative Policy and Conflict Resolution Services _2c3b9f74-eae8-11e1-b591-247e872741e8 1.1 b96447c5-3113-4030-91ee-ab85921cba45 Public Policy Assistance Assist government agencies and stakeholders to develop sound public policies that address their key interests _2c3ba028-eae8-11e1-b591-247e872741e8 1.1.1 Government Agencies Government Agency Stakeholders dd2f5d02-8f95-4bf4-a2e8-9fcf785fab95 Mediation Mediate public policy and related conflicts among governmental and/or non-governmental stakeholders _2c3ba0c8-eae8-11e1-b591-247e872741e8 1.1.2 Governmental Stakeholders Non-Governmental Stakeholders 37cc10df-2aa4-4e22-93b6-9642c8c7788c Policy Solutions Find innovative solutions to complex policy dilemmas and build broad support for implementation _2c3ba154-eae8-11e1-b591-247e872741e8 1.1.3 2762dd7b-bb5d-4b5d-b9b2-2136f3f0ec7c Civic Engagement Capacity Enhance the existing capacity of communities and the public to collaboratively engage with governing structures and public policy decision-making _2c3ba1ea-eae8-11e1-b591-247e872741e8 2 Communities The Public Public Involvement [Provide] Collaborative Public Involvement Services _2c3ba280-eae8-11e1-b591-247e872741e8 2.1 The Public 42c09efc-160d-447d-a1aa-995687b052bb Communication and Dialogue Create effective communication and dialogue between government agencies and the communities affected by their decisions _2c3ba30c-eae8-11e1-b591-247e872741e8 2.1.1 Government Agencies Communities Affected by Government Agency Decisions 847f7c6a-5d7a-4870-bc04-363c80f4b1c9 Communication and Interaction Help build capacity for effective communication and interaction between elected officials, agency leaders and the public _2c3ba3ac-eae8-11e1-b591-247e872741e8 2.1.2 Elected Officials Agency Leaders The Public ac107f70-c36a-40df-951f-e239105ebd67 Media and Methods Use multiple media and methods of access to elicit public knowledge _2c3ba44c-eae8-11e1-b591-247e872741e8 2.1.3 8b433791-978b-4b06-b9b5-f8f032762246 Knowledge Capacity Create and share knowledge about collaborative public policy development and capacity building _2c3ba4e2-eae8-11e1-b591-247e872741e8 3 Training Services [Provide] Training Services _2c3ba58c-eae8-11e1-b591-247e872741e8 3.1 98427c82-a1ec-461b-bb35-65ad9c397725 Learning Experiences Deliver highly interactive, customized learning experiences related to collaborative processes _2c3ba622-eae8-11e1-b591-247e872741e8 3.1.1 e3d8022d-d52f-4ec9-a5fb-5f8acad90a8c Knowledge Share knowledge to enhance collaborative problem solving skills _2c3ba6c2-eae8-11e1-b591-247e872741e8 3.1.2 189f1b7b-73ff-4a35-bb9b-5be168a5ad4b Capacity Build capacity to participate effectively in negotiations _2c3ba794-eae8-11e1-b591-247e872741e8 3.1.3 4bea8898-d5c8-4ba4-baf9-1976c2a626f6 Statewide Capacity Enhance the collaborative policy and civic engagement network across the state _2c3ba834-eae8-11e1-b591-247e872741e8 4 California Organizational Services [Provide] Organizational Services _2c3ba8d4-eae8-11e1-b591-247e872741e8 4.1 8e13d660-8e8f-4631-809a-778413d85570 Transition Assist organizations to successfully navigate transition _2c3ba992-eae8-11e1-b591-247e872741e8 4.1.1 Organizations 125c6533-72f0-4b2f-b8a1-38e660229574 Strategies, Methods and Systems Help equip organizations to employ new strategies, methods and/or systems _2c3baa32-eae8-11e1-b591-247e872741e8 4.1.2 Organizations c88e1976-d704-4ca1-8710-195e481bd97c Roles and Results Support organizational leaders to achieve mission-critical roles and results _2c3baadc-eae8-11e1-b591-247e872741e8 4.1.3 Organizational Leaders 411c7f52-0d34-439c-ab44-889aa67de0f3 Internal Capacity Continue to enhance the Center’s internal organizational capacity and provide opportunities for practitioners’ professional growth _2c3bab90-eae8-11e1-b591-247e872741e8 5 Collaborative Policy Practitioners Center for Collaborative Policy Research Services [Provide] Research Services _2c3bac44-eae8-11e1-b591-247e872741e8 5.1 4577d5e0-35a8-4f26-b6c5-cc5869a1ad7a Practice Enhance the practice of collaborative policy processes and public engagement _2c3bacee-eae8-11e1-b591-247e872741e8 5.1.1 f75cfaab-6d74-4133-88e9-294aa3858f47 Evaluation Evaluate the effectiveness of collaborative projects _2c3badb6-eae8-11e1-b591-247e872741e8 5.1.2 60eb215c-5d63-4a48-9f61-b7e097bbeb7c Theory Build the theory underlying collaborative democratic process _2c3bae6a-eae8-11e1-b591-247e872741e8 5.1.3 124f76f0-d8f8-43ab-8c08-65502853902c 2012-08-20 http://www.csus.edu/ccp/about/ Owen Ambur Owen.Ambur@verizon.net Submit error.