Human resources is broader than the core team members who organize and implement the feedback loop (refer to Step 2). The process can involve others, including civil society, NGOs, volunteers and staff in the local administration. The skills and competencies relevant to the process are described in Step 2. If you are concerned that these skills are missing in the core team, and you are struggling to recruit for these skills, consider seeking out training. Local or national CSOs, associations and universities may offer free or fee-based courses or training on the skills described in Section 2.1, as well as soft skills like project management and organization. Alternatively, you may hire out for missing skills, such as hiring a research firm or consultant to listen, collect and analyze data.
In line with the authorization in Step 1 and broader institutional and external buy-in from Step 2, consider any approvals you may need – or the expectations you will need to set and manage – to ensure these human resources and skills are available to support the project when needed. For example:
- Will staff and officials only act if support for feedback loop activities is part of their key performance indicators or formal deliverables?
- Alternatively, can they realistically be expected to do extra or volunteer work without compensation or recognition?
Formal assignments may require the support or direct engagement of the mayor (to provide approvals and issue directions) or the deputy mayor or chief of staff (depending on who is responsible for managing or overseeing staff and agencies within city hall, including hiring and firing decisions). Help these managers to organize their teams and support you more effectively by having a clear plan: define clear scopes of work for who you will need, for what, and for when (including estimates of time commitments). Plans inevitably change, but making the request early makes it easier to adapt on the go.