CASE STUDIES

Capital School District – Five-year strategic planning

Shaping the future for tomorrow’s Senators

A few months after hiring a new Superintendent, a new five-year strategic plan was needed for the Capital School District (CSD) (a district of about 6,000 students located in Dover, DE.) The Board of Education (BOE) placed a significant emphasis on the importance of truly engaging a wide-variety of stakeholders in the process of creating a vision, determining strategic priorities, and implementing the plan. The board’s expectations for a strategic direction created by their community was far exceeded using Demosophia’s methodology.

The Capital School District has made tremendous strides in bridging gaps between the district and community during its strategic planning process with the help of Demosophia and Structured Democratic Dialogue. We focused on the ideas that would have the greatest impact on students and families and create positive changes that will ultimately improve our students’ performance, health and positive impact on our community.

Dan Shelton, Ed.D., Superintendent/Chief School Officer

Improving Health Care Access

Giving a voice to regional stakeholders

This work addressed the question of what ought to be done to improve access to health care in the Southeastern Massachusetts region. A pre-legislative deliberation process using Structured Dialogic Design® was designed and implemented to synthesize the voice of regional stakeholders. The process amplified the engagement of the participants by building trust amidst diverse stakeholder perspectives, avoiding a politicized atmosphere, and providing a strong basis for future collaboration.

We will take this body of knowledge that we developed today along with other knowledge that is available, and people will be able to get to it, and take it, and use it to start to make some of these things happen.

Michael Metzler, Executive Director (2010), Leadership Southcoast

Government Research Collaboration

Long-horizon strategic planning in a government research organization

The Air Force Research Laboratory plans technology investments in the context of a 20-year strategic R&D horizon. This study evaluated collaborative, bottom-up strategic planning as a complement to the traditional top-down process. A structured dialogue approach (SDD) was applied as the bottom-up methodology, demonstrating a superior planning product incorporating high leverage planning priorities; wide organizational consensus; and an efficient and effective collaborative methodology.

…the collaborative planning resulted in empirical evidence for consensus on a strong set of inter-related strategic options that both included and surpassed the span of recommendations generated by the rational CBP team.

US Air Force Research Laboratory

The Palette & The Page: Finding the priority

Helping a local art gallery grow

Four people had a dream to start an art gallery in a small town. Three and a half years in it was still a struggle. Demosophia stepped in to help them sort through their options and repair some of their strained relationships. Three years later, they are profitable, a recognized leader, and a catalyst for revitalizing their community.

Demosophia has an amazing process and we highly recommend working with them. What they do will help any organization, big or small, tackle their most complex challenges in a way that values people and their contributions, in a way that people feel safe to share their thoughts and ideas.

Patti Paulus, Co-Owner, The Palette & The Page, LLC

Chronic Kidney Disease Initiative

Enabling major systemic change over more than a decade

The Council of American Kidney Societies (CAKS), composed of the president and president-elect of six major renal organizations, determined a need to coordinate and more rapidly advance numerous programs pertinent to chronic kidney disease (CKD). An initiative was formed (the CKDI), with a nine-member Steering Committee. A workshop for CKDI “stakeholders” using Structured Democratic Dialogue was held in February 2003 to clarify the issues to improve outcomes for patients and create an action plan. The Committee published the results of the workshop and their recommendations in March 2004. Since then the leadership for implementation evolved; however, these recommendations were constantly in the background demanding attention for improving CKD care.

In 2017, these recommendations are now a reality as CKD identification and evidence-based care is now delivered at scale across the country. Today there is acceptance of the importance of treating CKD in the medical community; a universal definition for CKD; appropriate screening measures; evidence-based care guidelines; and a change in the workforce, allowing many more of the 11 to 30 million people with some stage of the disease to receive quality care.

When I gather with colleagues who led the work over the years we mention how effective the process was, and that despite the shifting leadership, we are really pleased with how it turned out.
Dr. Thomas Parker III

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