View video: components of scenario
- Build on the strategic plan that identifies the audiences and stakeholders, effort, goals, timeline and budget
- Use skills needed for other community or organizational planning efforts, starting with this basic planning structure. Deciding who to involve can depend on purpose of the scenario.
- Identify the process (project manager, management team, work groups, budget, schedule)
- This can be critical to the success of the scenario. Explicitly identify the leadership, the budget, the timeframe, the decisionmaking process. Will work groups work in tandem, or sequentially?
- Bring key leaders in at front end
- In particular, leaders who will be necessary to implement any change that comes from the scenario should be a part of the planning process.
- Make it a flexible process
- Strong leadership should also acknowledge the need for flexibility, as the community or organization works through the planning process. The process needs to accommodate enthusiasm from participants, as well as information and people that may not have been available when the scenario was first scoped out.
- Need time to get buy-in
- Buy-in from the various stakeholders, audiences, and leadership needed for implementation is critical to the ultimate success of the scenario. Time necessary for educating these stakeholders and leaders about the scenario should be built in to the process.
- Interpret in terms of consequences–what does the community value?
- When organizing the approach, consider what is important to the community, and how might these values be affected by an earthquake? Bring in the concept of community resilience (see discussion on this site under Integrate.