“When looking to engage a facilitator, James Pratt’s name kept coming up. I called him and it proved to be a good decision.  James’ knowledge of the housing sector in combination with his facilitation and strategic planning skills provided a strong basis for a smooth process.  His gentle strength created a safe environment for participation and creativity.”  

Karyn French, Executive Director, Pacifica Housing Advisory Association

 

 

Project Examples

Ktunaxa Nation Social Sector Rebuild and Strategic Planning

James Pratt’s work with First Nations has included multiple assignments for the Ktunaxa Nation, whose Traditional Territory covers approximately 70,000 square kilometres within the Kootenay region of British Columbia and historically included parts of Alberta, Montana, Washington and Idaho.

James’ initial assignment was to design a consultation process that helped build the Ktunaxa Social Sector, one of the Four Pillars in the Nation’s emerging, integrated post-colonial structure. That project expanded to include first-ever documentation of traditional values, based on meetings with Elders.

Based on the positive relationships formed in that project, the Nation recruited James for additional assignments. The Nation honoured James with the gift of a painted eagle feather following a 3-day strategic planning session for Chiefs, Council Members and senior staff that he facilitated.

“James helped our five First Nation communities to work together in creating a solid community development foundation; one that is respectful of our cultural values and considerate of the realities of the healing and reconciliation which is such a necessary part of this work. The path forward is now clear.

Working with James was easy. His quiet nature and easy going ways complemented the natural qualities found in many of our First Nations people, so James fit well and this made it more comfortable for people to participate …I found his professional ethics to be outstanding and his willingness to learn, as well as to guide, was noted and appreciated.  I would definitely work with James again.”
- Gwen Phillips, Director, Health Department, Ktunaxa Nation

Stakeholder Engagement for the SLRD’s Regional Growth Strategy

James Pratt Consulting has provided a range of community and regional planning services, including public consultation, stakeholder engagement and facilitation of professional development programs. 
James served as lead consultant in preparation of the Squamish – Lillooet Regional District (SLRD) Consultation Plan for the multi-year process of creating a Regional Growth Strategy. In addition, he facilitated public workshops, consensus-based forums for elected officials and other stakeholder events. Based on the success of that work, the assignment expanded to include preparation of high-level draft content for the Regional Growth Strategy, such as vision and goals, and facilitation of Steering Committee meetings and Intergovernmental Advisory Committee sessions.

“We hired James Pratt as a consultant to assist with the first two stages of our Regional Growth Strategy over a period of nearly two years.  James was flexible and adaptable, able to go with the flow in times of changing expectations, budget constraints and work-plans, which helped our project tremendously. I found James' approach to be very professional, thoughtful and sincere. He was able to lead discussions in a way that helped participants relate to each other on a human level, establishing trust and rapport that ultimately allowed us to attain consensus on some very challenging topics.”
- Lisa Griffith, Planner, Squamish - Lillooet Regional District

Victoria Women’s Transition House Organizational Development

James Pratt has served the Victoria Women’s Transition House through multiple projects, starting in 2001. Initial work to develop a high-level strategic plan led into building internal capacity for healthy governance, performance management and program evaluation. James facilitated a workshop on outcome based evaluation, and consulted with each program to identify intended outcomes. One by one, the program teams learned to design and conduct internal evaluations and to use the results for internal and external purposes. Other work has included innovation in volunteer resource management methods and development of strategic priorities and milestones.

“James is very skilled at balancing the need for process with the need for movement in a project. He allows people to have their say and to work through their concerns and issues, but is also able to guide both discussion and the project toward timely completion. James is an excellent facilitator with a genuine concern for people and the issues important to them.”
 - Carolyn Fast, Executive Director, Victoria Women’s Transition House Society

Facilitation of United Way of Greater Victoria Impact Councils

The United Way of Greater Victoria engaged James Pratt to facilitate planning sessions of three multi-stakeholder Impact Councils tasked with development of principles, goals and strategies to be used to guide the funding process over a three-year period. Pleased with his ability to help the diverse participants at these tables find consensus, the client expanded the assignment to have James develop the resulting framework document.

"We had outstanding service from James Pratt. He took the time to really understand what it was we required of him and was exceptionally professional, helpful and patient over the course of our work together. James is a strategic thinker who brings with him a wealth of knowledge and a broad skillset that enabled him to build consensus within several diverse groups of community members, ultimately enhancing their ability to find their collective voice. Most importantly James delivered the outcomes we required within the challenging timelines he was working within."

-Brian LeFurgey, Vice President, Community Impact and Investment, United Way of Greater Victoria

Strengthening the Capacity of a Multi-Stakeholder Homelessness Roundtable

James Pratt first served the Greater Vancouver Shelter Strategy committee in 1999 as an evaluator of its first year, at that time functioning as a “Cold/Wet Weather Strategy” focused on adding emergency shelter services in the winter months. This work led into strategic planning, which then led to ongoing facilitation and support to the committee and its various initiatives to combat homelessness. The expanded capacity enabled the group to achieve many successes:

  • Created an inclusive governance model, based on consensus decision making among the many participating representatives of community and government agencies.
  • Invented a successful method for including the voices of people who have experienced homelessness in current and upcoming policy and program debates.
  • Developed a series of 2-year Service Plans for the emergency shelter sector, so that funding partners and community based service providers could enhance the accessibility and quality of their services.
  • Supported 8 communities to develop and implement extreme weather response plans, to prevent illness and death of homeless people.