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Ramsey Final Report <br />Grant No. 05 -1237 <br />City of Ramsey <br />towards consensus is important. Even when we used weighted voting, those who had voted for items <br />that did not end up on the final list were allowed to present their case. The jury analogy is not a bad one <br />to follow. <br />9. Make Blockers Play By the Rules: All projects have blockers and this one was no exception. One <br />example was a person whose tactic was to try to monopolize the floor and talk everyone to death. We <br />had in place rules that limited the ability of one person to dominate the floor. <br />10. Use the Talking Circle: Michael Herman taught us to end each meeting, by passing a talking stick <br />to each person seated around a circle, giving everyone a chance to comment on what had happened. <br />11. Estimating Time and Resources: It is easy to underestimate the amount of time, effort and <br />resources that will be required. Critical considerations include: people turnover WILL happen and there <br />is an associated lag time for learning curves and differences in personal perspectives, the more volunteer <br />time used for project execution the more tome is required (vs. contracting), stakeholder (eg., city staff, <br />council, project steering team, and consultants) alignment for project objectives and tasks is key and <br />requires more time than anticipated. <br />12. Developing a Working Process is VERY Different than an End -Use Document: The objective of <br />this grant, essentially creating a process for developing working tools for strategic development and <br />analysis of a town is very different and much more complex than creating an end use document. By its <br />nature, this process must be able to incorporate a myriad of factors both in its development and for <br />continued use and modification. <br />