DC Process 2 : Socialising the Proposed Approach – Adopting a Shared Vision Following the release of a report or video summary that sets out the context , the next step is to work with a representative group of stakeholders to vet the state of play in the context of advice provided by professionals with expertise relevant to key challenges and opportunities . The insights of experts shift the conversation from a subjective focus on vexed challenges to a more objective and strategic focus on opportunities for growth . As opinion coalesces , challenges are defined and opportunities emerge .
Part of both the socialising of a vision and state of play processes is purely social . Motivated stakeholders are often frustrated or eager to share ideas . Working through findings with stakeholders provides an opportunity to voice concerns and test ideas . The simple act of being heard can make all the difference in some cases . In others , the ideas of the collective are confirmed . Others are a source of clever innovations that shift the paradigm , turning a wicked problem into an opportunity for growth . If done effectively , this process creates the level of agreement and enthusiasm required to deliver a set of agreed outcomes . These outcomes are the basis of a shared vision of the future through a framework that can sustain an economic development process when progress becomes difficult to achieve .
It is critical to document and socialise the findings and recommendations resulting from the process . This establishes a social license for any economic development initiative to be accepted . A social license transforms social capital into economic capital by winning community endorsement of the due diligence of the process , the findings identified and the recommended pathway forward , allowing the ‘ community fabric ’ to be woven into common good goals and outcomes .
This socialising process takes the ‘ state of play ’ report , video or other communications medium through a launch or gathering attended by community members . The value of publicising the findings of the process as it unfolds is confirming them with the community and learning what is missing . This is a solid foundation for creating shared accountability . This also develops the baseline by which any success or failure can be measured . Socialising can take place in a number of ways based on the needs of either an industry development focus or community driven focus . The result is a shared vision .
DC Process 3 : Building Leadership –
Creating a Citizen Army To translate this social understanding into social capital and then economic development requires transferring accountability to a group of leaders chosen by their community or industry to take the process forward , identify agreed common good actions that then deliver specific outcomes of benefit to the community or industry . A process employed through the driving change process to great effect is the creation of a not-for-profit association with membership specific to the community it represents and a strategic , economic development focus . Running a collaborative process to establish governance is the key to begin . It empowers the membership and helps ensure a shared purpose , an agreed constitution and an effective communications strategy and a representative and skilled Board . Through this process , an economic development professional and / or a group of founding members hands accountability to the community for realising these objectives . The absence of such accountability significantly dilutes the value of such associations .
The other component of a successful economic development association is robust and representative membership – individuals , groups and / or businesses – that demonstrates the relevance of
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