When it comes to community development, understanding stakeholder involvement and guiding large-scale projects from vision to reality are pivotal. Recently, a panel discussion was held featuring three key experts from American Structurepoint: Matthew O'Rourke, Mike McBride, and Matt Jennings. Each brought a unique perspective on how to engage stakeholders, resolve vision discrepancies, and execute successful projects. This article reflects their insights and strategies, driven by real audience questions.

The Role of Stakeholders in Project Success

As the session began, an audience member raised the topic of stakeholders, asking how to ensure they are effectively engaged in community projects. Matt Jennings responded first, emphasizing that while "the more, the merrier" is a good approach, it is important to balance input and not let a vocal minority dominate the conversation. He highlighted that the role of the design team is to help clients navigate these voices and identify the true priorities. “The loudest voice isn’t always the one that needs to be heard the most,” Jennings noted.

Building Consensus: Learning from Carmel’s 30-Year Vision

In response to a question about Carmel, Indiana’s long-term planning, Mike McBride pointed out that early in the city’s vision, there were fewer stakeholders involved. As the project progressed over 30 years, more voices emerged. He also touched on a critical issue many fast-growing communities face: the council’s vision versus the community’s vision. “Often, councils get distracted by a vocal minority, which may not represent the broader population,” McBride explained. This is a common challenge in many communities where leaders must balance input from long-time residents, new property owners, and local businesses.

Engaging the Broader Community

One key strategy American Structurepoint uses to gather more accurate and widespread community input is to go where people are. O’Rourke explained that traditional open houses or public meetings tend to attract people who are opposed to a project. To counter this, engage the community at local events, such as county fairs or town festivals. This method allows leaders to capture the insights of those who might not attend a formal meeting but still have valuable input. As O'Rourke stated, "We try to engage with people who are not necessarily coming to a meeting just to oppose something, but who are part of the community at large."

Determining the First Domino in Project Planning

Once a vision is established, the next challenge is determining where to begin. O’Rourke used the metaphor of identifying the “first domino” in a comprehensive plan—what key action should be taken to start the momentum. His advice is to focus on infrastructure since it often serves as the backbone for future development. McBride added that aligning priorities with available funding is crucial. He shared that grant opportunities often help municipalities prioritize which projects to undertake first. For example, if funding is available for road improvements, those projects may take precedence over others, even if the community has several competing priorities.

Encouraging Entrepreneurs in Small Communities

One audience member asked how small towns can support entrepreneurs. O'Rourke explained that while direct funding for businesses may not be available, communities can create environments conducive to entrepreneurial success. He suggested creating shared spaces or food halls where the initial investment in infrastructure is reduced, allowing entrepreneurs to focus on their craft rather than expensive buildouts.

Transparency and Communication: A Key to Success

Jennings emphasized the importance of continuous communication with the community throughout a project’s lifecycle. He pointed to the Lafayette Public Safety Building as an example, where transparency and public engagement were key to its success. Early input from police officers, counselors, and community members helped shape the building into something that not only served its purpose but also contributed to the surrounding urban landscape.
Jennings described how the project started as a functional police station with a parking garage. However, after engaging the community and learning about their needs, the project evolved to include green spaces, a public plaza, and retail spaces. This design better integrated the building into the community and provided more value to residents.

Creating the Right Vision

Toward the end of the discussion, Brady Mick posed an interesting question about how design teams balance creating an inspiring vision with realistic expectations. Both O’Rourke and McBride agreed that while it is important to generate excitement, they need to be careful not to promise something that will lead to disappointment. As McBride put it, “Are we doing a good job of creating the picture for our community while leaving enough flexibility to adapt to changing needs?”

The group agreed that a good project vision should be flexible enough to evolve but concrete enough to generate support. This delicate balance helps ensure that projects remain relevant as they progress from concept to completion, sometimes over many years.

Final Thoughts

As the discussion ended, the experts left the audience with practical advice. Jennings emphasized that the first step does not have to be daunting. He recommended starting with small studies or design sessions that help turn abstract ideas into actionable plans. “It’s not inappropriate to get us involved early,” Jennings said, “just to clear that first hurdle and gain some traction.”

In conclusion, the insights from this discussion demonstrate that successful community projects require not only careful planning but also active stakeholder engagement, transparency, and strategic prioritization. American Structurepoint’s integrated approach—combining data, design, and collaboration—provides communities with the tools they need to turn their visions into reality. Whether it is guiding fast-growing towns through competing visions or helping a city find its "first domino," their expertise means every project reflects the unique needs of its community.