The Startup Paper as a Tool
A participation process involves more than just a meeting to gather opinions and ideas. Therefore, it’s a good idea to briefly answer a few questions for yourself beforehand and write them down in a startup note. These questions, which serve as a guide, will help you create such a startup note.
It’s not a set rule; questions may become more or less important for each project, or new questions may arise. Participation isn’t always a neat linear process, but often has cyclical elements. It involves changes to what has already been implemented, but which still aren’t satisfactory and therefore need to be adjusted. Or there may suddenly be less funding available. Policy ideas may have been discussed before, and the policy itself may never be finalized. Don’t strive for completeness; get started. It’s impossible to plan everything in advance; ultimately, things don’t always turn out the way you envisioned. It’s all human work, and it’s surprising!
The Elements
1. Reason
Where does this proposal come from? (budget, questions from the board, from residents) Why is it emerging now? Is there a particular political sensitivity that has prompted it?
2. Problem, Opportunities, or Possibilities.
What is the problem and whose problem is it? Is there a clear problem owner or not? Why is it a problem? Are there figures and facts surrounding the problem that are necessary to be able to discuss it effectively?
Identify several possible perspectives (political, social, legal, financial, economic, etc.). If possible and relevant: identify the (possible) causes.
3. Goals/Results
Formulate answers to the 3 W questions. What do we want to achieve? What are we going to do to achieve this (or what could we possibly do to achieve this)? What is the expected cost? Formulate the goals clearly, as concretely as possible, including the expected timeframe.
4. Stakeholders
Which people and organizations are involved? Have they already proposed solutions? What are their main perspectives and interests? Is there a relevant political history? Have any previous promises or agreements been made?
5. Process
Gather information about the stakeholders: who are they? Do they have a relationship or do they dislike each other? Are there emotions that might hinder a solution or a good conversation? Consider who needs to be involved and when. Should you hold preliminary discussions to address annoyances? What are the deadlines? Is there sufficient staff support?
6. Strategies
Are there management strategies you will use, and in what order? When do you ask for political guidance? When is clarity about the finances necessary? When do you communicate broadly, and when on a smaller scale?
7. Interactivity
How do you arrange the political framework within which participants have the space to make decisions or express their opinions? Who is involved? How far can or should the involvement of residents or businesses go? Do they provide advice or do you simply consult? Should colleagues intervene at certain points in the process? Are there specific working methods you can use?
8. Execution / Implementation
Who will carry out the implementation, and is that important? Who will monitor whether the implementation is being carried out according to the agreements? Should citizens be involved in monitoring or not? With whom will you evaluate the implementation, and how will you document the evaluation?
9. Enforcement
If agreements have been made that must be enforced, who will do so? Are there sanctions available if enforcement is not implemented? What dilemmas might you face (independence, taking action for minor violations, costs versus benefits)?
Don’t aim for completeness; get started. It’s impossible to plan everything in advance; ultimately, things don’t always turn out the way you expected. It’s all human work, and it’s always surprising!
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