What are the best ways to overcome stakeholder resistance during transportation planning?

Know your stakeholder, understand their pain points. The challenges may not be the same or priorities may not be the same . Ensure that you bring them onboard in finding the solution. Make them owners of the solution.

I think we can ask a better prompt question. The question "How do we overcome stakeholder resistance," puts the blame on community members for somehow refusing to accept what transportation agencies want to do, or for somehow preventing something that would otherwise be happening. A better prompt might be, "How can we share influence with the public in government decisions while ensuring safety and efficiency in the transportation system?"

Start discussing their priorities and interests and find the solutions for their concerns first. Make them trust in you plans, make them part of your project’s team, them follow up with them to make sure things go right

Prior the stakeholder analysis it is important to understand what is the main purpose of your organisation and how it fits into the bigger business picture. For example the size and impact of the organisation we are owning or working in. Is the organisation of the local or goes beyond to national or international. Does different branches internationally or regionally would have different needs and approaches? It is important to understand that transportation is usually not always a self purpose and is coming as a secondary business and demand from other industries production purposes. Understanding their needs and timeliness with the transportation capabilities and capacities is key in engaging with the stakeholders.

Overcoming resistance to transportation projects starts at engagement at a regional level. Demand transparency on what is at play. Typical transportation planning, programing and development negates meaning input. Not by design, but because the process spans so many years. Projects span decades from conception to a capital improvement plan, to detailed design and construction. Each of those steps makes changing the project more difficult, to virtually impossible. Early on stakeholders need to insist on understanding project fundamentals. Who is the advocate? What are the goals, schedule? Is there an alternative solution? Where will funding come from? What are the various decision points. How do I get access? Who gets to decide?

Overcoming stakeholder resistance during transportation planning can be challenging, but it's essential for successful project implementation. Some of the strategies to address and mitigate stakeholder resistance includes; Effective Communication, Stakeholder Engagement, Education and Awareness, Compromise and Flexibility, Conflict Resolution, Demonstrate Benefits, Legal and Regulatory Compliance, Continuous Feedback, Political Support & Community Engagement. Remember, stakeholder resistance is natural in many projects but with patience, effective communication, and a willingness to address concerns, you can increase the likelihood of successful transportation planning and implementation.

It is good to have a predefined schedule for stakeholder involvement which will make it easier to incorporate the feedback in a project on a regular basis rather than doing it in the final stages of the project.

This is the most important point …. Get them involved early, certainly before design and execution which is what I have often seen .. the “fait acomplis” engagement! Yes it’s a pain doing this but it’s a sure way to ensure allies and support when you need it most. Finally expect more vocal opposition to change than supporters …. It’s human nature… just be prepared, be open to challenge and be sure of your local information. Oh and don’t always expect local politicians to support you !

One thing I've found critical for successfully involving stakeholders is the personal touch - reaching out in person to ask for their input on the project will get them to the table. Emails and public meetings that distribute web-based survey links are helpful, but not necessarily considered active involvement. Acknowledging their input and thanking them publicly can also help win their endorsement - provided they are actually listened to and the final project reflects their input, at least partially.

Im concerned at some of the devices I have seen to neutralise stakeholder engagement. These include the formation of special purpose bodies whose terms of reference then do not include any modification to the preempted conclusion that the project will proceed; Another is to term all the important factors required to make a solid assessment as ‘commercially sensitive’ to stop the community or experts in the community from any realistic assessments. Often even the values of key parameters are withheld, or complete barring from any access or use of the models used. The most common is to entirely remove any stakeholder consultation by redefining consultations as “stakeholder engagement”

Having stakeholders deeply engaged in the planning process increases the odds of a plan to get implemented. Planning is about building consensus.

Especially in regional and metropolitan planning, there are diverse interests at play. Listening to stakeholders to understand their concerns and challenges, helps find common ground.

Further rapport and trust can be built by following up with stakeholders after an event/process. This not only builds confidence with a group you may enter in to discussions with again, but also encourages self reflection on how that engagement process could be improved next time. Review and improvement is key.

Trust and rapport could be built by: 1) Being honest about the risks involved in the project process which would eventually come out anyways 2) Giving a clear understanding of the project timeframes and possible delays that could occur at certain milestones 3) Transparency in the budget and instances in which the project could go over budget.

Building trust often requires apologizing for past mistakes (by you or your predecessors). Our profession has a lot to apologize for.

There are many approaches to planning. Sometimes it can be good to have a visionary plan to get everyone thinking. If you want a plan to be implemented, negotiation and compromise are the way to go.

The most successful approach to getting a stakeholder on board I ever managed was by giving them complete control over one small part of the project (I literally let them move the seat to the position they thought would work the best). They picked it up (it was yet to be fixed), shifted it into a few different positions and then moved it back to within about 10 CMS of where we had proposed to put it anyway. From that point in it was "their" project. I guess the lesson is if you can give up some control and let your stakeholder/community group have full control over some aspect of the project, no matter how small, you're more likely to get buy in.

First of all it is about getting out and talking to people. Then, explain the 'why' you are proposing what you have planned, not just what you are doing or proposing. Sometimes people can leave you after a conversation, still not liking what you are doing but with an understanding of your reasons. It can be that by knowing why, and how it is for the greater benefit, people will accept, if not necessarily like what you are doing.

Overcome resistance? Seriously? THAT VERY QUESTION IS THE PROBLEM. 1. Planners do it because we have to, not because we want to. We see community members as “getting in the way” of good planning. We know better! 2. Meetings are held at the planner’s convenience, not at times or places convenient for the community. 3. No childcare or food is provided. 4. Materials are not written in simple language, nor translated into multiple languages nor interpreted at meetings. 5. Planners do not notice or address cultural differences. 6. Community outreach is a one- time thing- not a loop with continuous feedback and empowerment. 7. Whatever people in our communities say is not heard, because we don’t listen or listen only to justify our biases.

Definetely to speak about transportation solutions with the ways to overcome resistance during your plan, you need to describe with relating to your existing environment. But if you need to generalize the solutions, below are few comments: . Need to define performace background of the transporter . Need to know financial position of the transporter . Develop your transporter in terms of payment terms, lead time . Engage in contract of service to define all clauses

Building trust is the key. Everyone will have their interest at play and are often blinded by their KPI's and will not be welcoming to what you have to offer. But if you have built trust with your stakeholder over time and have a give and take relationship where the stakeholder trusts you to do what's in the best interest of the parties involved and not to take advantage of the situation then there won't be any resistance other than an objective discussion.