HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 05/08/2012 - PUBLIC ENGAGEMENT STRATEGIES FOR THE CITY OF FORTDATE: May 8, 2012
STAFF: Darin Atteberry, Kelly
DiMartino, Kim Newcomer, Ginny
Sawyer
Pre-taped staff presentation: available
at fcgov.com/clerk/agendas.php
WORK SESSION ITEM
FORT COLLINS CITY COUNCIL
SUBJECT FOR DISCUSSION
Public Engagement Strategies for the City of Fort Collins.
EXECUTIVE SUMMARY
The City of Fort Collins recognizes the importance of sincerely engaging residents in the
development of policies, programs, and services. Community engagement is also the basis for
building healthy, strong, and inclusive communities.
In 2011, City Council identified the need to develop a strategic framework for community
involvement organization-wide. City staff has developed a Public Engagement Strategic Plan to
accomplish the following goals: (1) better equip City staff to successfully manage public
engagement projects; (2) foster an engaged citizenry; and (3) ensure accountability and promote
excellence in community engagement. The proposed Public Engagement Strategic Plan outlines a
deliberate approach to the City’s community engagement efforts while acknowledging that each
situation demands its own customized process.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. What feedback does Council have regarding the strategies outlined in the Public Engagement
Strategic Plan?
2. Does Council have any feedback or suggestions regarding the structure and common
language provided through the Public Engagement Spectrum?
BACKGROUND / DISCUSSION
Behaviors related to civic engagement are continually evolving. While citizen interest remains high,
the way individuals interact with government is changing, along with their expectations. Individuals
find themselves with less free time and more options to fill that time. Further, the rapid increase of
online social media sites and community engagement tools has brought about new opportunities and
challenges.
Since identifying community engagement as a Council priority in 2011, staff has researched best
practices related to community engagement and examined past City of Fort Collins outreach efforts.
This research identified the following key findings:
May 8, 2012 Page 2
Overall
• Citizen participation is recognized as an asset, is valued, and is encouraged.
Challenges
• Past experiences are mixed, with successful cases of public engagement, as well as
documented occurrences that demonstrate a lack of alignment between Council expectations
and staff deliverables.
• Authentic and successful public involvement takes time and resources; both are often
underestimated in developing public engagement plans.
• There is currently no Citywide standardized methodology or language to help align
expectations.
Opportunities
• There is an organization-wide understanding that different levels of engagement are required
for different projects. A systematic approach would help to determine the appropriate
engagement strategies and techniques.
• Existing social media tools support community engagement efforts, but more robust and
effective tools exist.
• CityWorks 101 and Alumni program provide a successful model for engagement and present
further opportunity for utilizing informed citizens.
GOALS
The Public Engagement Strategic Plan (Attachment 1) aims to accomplish the following goals:
• Better equip City staff to successfully lead public engagement projects.
• Foster an engaged citizenry.
• Ensure accountability and promote excellence in community engagement.
The Plan outlines key strategies to accomplish these goals. Following are a few of the key areas that
will be discussed with City Council.
Public Engagement Framework
As identified in the organizational audit of public engagement practices, there have been
documented occasions where staff efforts surrounding public engagement and City Council’s
expectations of those efforts were not aligned. The Public Engagement Strategic Plan proposes
implementing new standardized tools and language to help create common understanding among
City Council, City staff, and the community.
May 8, 2012 Page 3
Public Engagement Spectrum
The Public Engagement Spectrum addresses this challenge by identifying three different levels of
public engagement: Inform/Consult; Involve; Collaborate. The Spectrum outlines the types of
situations, the tools and techniques, and the role of the citizen for each level. By establishing
common language we can minimize miscommunication related to outreach efforts.
Public Engagement Summary
To further clarify the scope of public engagement efforts related to each project, the proposed
framework suggests that each project include a Public Engagement Summary. This one-page
document would clearly identify the level of public engagement (based on the Public Engagement
Spectrum), the stakeholders, the bottom line question, timeframe, key messages, and
tools/techniques. Each project manager would submit this one page summary to City Council in
written form thereby allowing Council to suggest changes and improvements before implementation.
Online Community Engagement
Given the growth in online interaction, many forward-thinking communities are creating online
community engagement forums. Options range from very structured to very casual. Factors to
consider:
• Who hosts the tool?
• Who determines topics for discussion?
• Guidelines for engagement.
• User registration and authentication.
• Should the City participate as an organization or as individuals?
• Level of documentation and reporting.
• Resources.
Staff has evaluated multiple tools and is recommending a semi-structured online system be
implemented that will more actively engage the community in dialogue around Council policy
issues, as well as other topics of the community’s choosing. Staff plans to pursue funding for this
initiative in the 2013-2014 budget process.
Citizen Feedback Group
A common challenge of public involvement is finding ways to engage the broad-based voice of the
community, in addition to key stakeholders. In researching best practice for citizen engagement,
staff found formal citizen feedback groups to be an effective engagement mechanism to engage
citizens on a deeper level and to provide staff with a timely and diverse forum for policy
engagement. For example, the City of Longmont has utilized a Resident Feedback Panel for three
years with great success. Thirty community members who demographically represent their
community based on census data (age, household make-up, education level, etc.) are selected for
the group. Members make a one-year commitment to act as a “temperature gauge” of the
community and weigh in on policy issues.
May 8, 2012 Page 4
While Fort Collins occasionally use the CityWorks Alumni group in this capacity, especially for
technically complex issues that require more extensive background prior to providing informed
input, staff believes a more formalized structure for broad-based feedback would be valuable.
ATTACHMENTS
1. Public Engagement Strategic Plan
2. Powerpoint presentation
Page 1 of 12
ATTACHMENT 1
Public Engagement Strategic Plan
Last updated: April 30, 2012
OVERVIEW
The City of Fort Collins recognizes the importance of sincerely engaging residents in the development of policy,
programs, and services. Community engagement is also the basis for building healthy, strong, and inclusive
communities. In 2011, City Council identified the need to develop a strategic framework for community involvement
organization-wide.
This strategic plan guides how we will engage the public while addressing key areas in need of improvement. The
plan defines a strategic approach to every community engagement effort while acknowledging that each situation
demands its own customized process.
BACKGROUND
Behaviors related to civic engagement are continually evolving. While citizen interest remains high, the way
individuals interact with government is changing along with their expectations. Individuals find themselves with less
free time and more options to fill that time. Further, the rapid increase of online social media sites and community
engagement tools has brought about new opportunities and challenges.
CURRENT PRACTICES
Since identifying Community Engagement as a Council priority, staff has researched best practices related to
community engagement and examined past City of Fort Collins outreach efforts. From these efforts, key findings
were identified:
Overall
Citizen participation is recognized as an asset, is valued and encouraged
Challenges
Past experiences are mixed, with successful cases of public engagement, as well as documented
occurrences of a lack of alignment between Council expectations and staff deliverables.
Authentic and successful public involvement takes time and resources; both are often
underestimated in developing public engagement plans.
There is currently no City-wide standardized methodology or language to help align expectations.
Opportunities
There is an organization-wide understanding that different levels of engagement are required for
different projects. A systematic approach would help to determine the appropriate engagement
strategies and techniques.
Existing social media tools support community engagement efforts, but more robust and effective
tools exist.
CityWorks 101 and Alumni program provide a successful model for engagement and present
further opportunity for utilizing informed citizens.
Page 2 of 12
GOALS
As a result, this Community Engagement Strategic Plan aims to accomplish the following goals:
1. Better equip City staff to successfully lead public engagement projects.
2. Foster an engaged citizenry.
3. Ensure accountability and promote excellence in community engagement.
IMPLEMENTATION
Overall, the above goals focus improvement in the following areas:
a) Organizational Capability – investing in the training and internal tools needed for staff to be successful
and build an organization-wide approach to public engagement
b) Council and Community – processes to assure mutual understanding of expectations
c) Technology Tools – pilot program to test online public forum, improve use of current tools
d) Community Building – strengthening overall community engagement outside of controversial issues; build
community leaders for filling positions on Boards and Commissions.
GOAL 1: BETTER EQUIP CITY STAFF TO SUCCESSFULLY LEAD PUBLIC ENGAGEMENT PROJECTS
Strategies
1A - Create organization-wide community engagement framework, processes, and tools
o Public Engagement Spectrum – a tool to help match community involvement expectations with
available resources (see attachment 1)
o Public Engagement Worksheet – a tool to determine what level of public engagement is needed
based on the project and expectations
o Create template for a Public Engagement Summary; Summary will be required for all major
outreach efforts and sent to City Council prior to implementation. (see attachment 2). The Public
Engagement Plan may be incorporated into a general Work Plan Scope.
1B - Create training curriculum for employees to build skills needed to effectively present and facilitate
public discussions.
Topics include:
o Overview of public engagement framework (tools mentioned above)
o International Association of Public Participation (IAP2) and/or Systematic Development of Informed
Consent (SDIC) models
o Available communication and public engagement tools and appropriate use
o Public speaking and presentations
o Facilitation/when to use a professional facilitator
o Handling difficult questions
o Managing controversy
1C- Leverage existing expertise within the organization and community.
o Establish internal “Community Engagement Resource Group” to act as a sounding board for
project managers developing public input plans.
o Develop process to assure outside contractors adhere to City community engagement guidelines
and principles.
o Investigate potential of formalizing a relationship with Colorado State University’s Center for Public
Deliberation.
Page 3 of 12
GOAL 2: FOSTER AN ENGAGED CITIZENRY
Strategies
2A - Improve outreach efforts related to the Development Review Process
o Implement Development Review Outreach meetings for large-impact projects.
o Develop materials that act as a citizen’s guide to development review.
o Create a new position to focus on neighborhood communication and liaison programs related to
development.
2B - Implement new tools and technology to foster engagement and easy access to information.
o Pilot online public engagement tool that acts as a one-stop-shop for current issues (see attachment
3)
o Improve communication related to items before Council
One-stop policy web page
Redesign fcgov main page and other pages (Clerk’s, Cable 14, etc) to better highlight
items before Council
Integrate standard feedback opportunities online
o Maintain a centralized online community engagement calendar to improve coordination and avoid
citizen burnout.
o Develop “How to engage with local government campaign” outlining opportunities and procedures
to get involved.
2C - Continue existing and create new programs to engage citizens and inspire civic leadership.
o CityWorks 101 and alumni programs
o Investigate partnership with Leadership Fort Collins and other existing leadership programs
o Coordination with Neighborhood Services events/services
o Add citizen members to Budgeting for Outcomes Results Teams
o Investigate current practices related to Boards and Commissions; evaluate feasibility of CityWorks
alumni model
o Create Citizen Feedback Group, a demographically reflective group of volunteers used as a
sounding board for.
2D - Provide informal opportunities for interaction.
o Police Services Community Meetings
o Council District Meetings
2E - Improve transparency and reporting of public engagement efforts
o Make one-page Public Engagement Summaries available to the public.
o Standardize end-of-project report that includes summary of how input influenced the outcome
Page 4 of 12
GOAL 3: ENSURE ACCOUNTABILITY AND PROMOTE EXCELLENCE IN COMMUNITY ENGAGEMENT
Strategy
3A - Track and measure long-term success through Citizen Survey questions:
o Job the City does at listening
2014 Target: 55%
2012: 50%
2010: 44%
o Job the City does and welcoming citizen involvement
2014 Target: 68%
2012: 64%
2010: 54%
3B - Gather feedback from City staff and City Council to implement process improvements.
o Standard debrief between project managers and Public Engagement Resource Group to identify
what went well and areas for improvement.
o Collect input from City Council.
Sources
Halifax Regional Municipality Community Engagement Strategy
City of Longmont, CO
City of Austin, TX
International Association of Public Participation
Institute for Participatory Management and Planning - originators of Systematic Development of Informed Consent
(SDIC) model
Colorado State University Center for Public Deliberation
Attachments
1) Public Engagement Spectrum
2) Template for one-page Public Engagement Summary and example of one-page Public Engagement Plan
Summary for the 2013-2014 Budget
3) Online community engagement overview
4) Longmont Model of Community Focus Groups
Page 5 of 12
ATTACHMENT 1
Page 6 of 12
ATTACHMENT 2
PUBLIC ENGAGEMENT SUMMARY
PROJECT TITLE:
OVERALL PUBLIC INVOLVEMENT LEVEL:
KEY STAKEHOLDERS:
BOTTOM LINE QUESTION:
TIMELINE:
Phase 1:
Timeframe:
Key Messages:
Tools and Techniques
PHASE 2:
Timeframe:
Key Messages:
Tools and Techniques:
PHASE 3:
Timeframe:
Key Messages:
Page 7 of 12
ATTACHMENT 2
PUBLIC ENGAGEMENT SUMMARY
PROJECT TITLE: 2013-2014 Budget
OVERALL PUBLIC INVOLVEMENT LEVEL: Involve
KEY STAKEHOLDERS: General public, Boards and Commissions
BOTTOM LINE QUESTION: What services should and should not be funded?
TIMELINE: March-November 2012
Phase 1: Inform/Consult
Timeframe: March-May 2012
Key Messages:
Budget is a blueprint for how the City will accomplish our seven community priorities known as “Key Result Areas”
Methods to get involved and provide feedback
Citizens acting as members on Result Teams to provide in-depth public input
Tools and Techniques
Web – update fcgov.com/budget, post spotlights on mainpage
Media – news release announcing citizens serving on result teams; news release promoting public input
opportunities
Television - Studio 14 about budget basics, bulletin boards announcing public input opportunities
Print - City News feature story
Newsletters/Email – May/June Neighborhood News, May Economic e-newsletter
Citizen Result Team members
PHASE 2: Involve
Timeframe: June 2012
Key Messages: how to provide input on what services should be funded and which ones should not.
Interactive web page
Two public events (specific audiences: Boards & Commissions; CityWorks alumni; general public)
Tools and Techniques
Web - spotlights on fcgov.com, online interactive tool, social media
Media - City Manager’s Coloradoan column; news release
Television - Bulletin boards on Cable 14
Newsletters/Email - Email invitation to Boards and Commissions and CityWorks alumni
Citizen Result Team members
Public Hearings for the Recommended Budget
PHASE 3: Inform/consult
August-November 2012
Key Messages:
Announce Recommended Budget; provide information about input received and how it was used in developing
recommendation
Check in with community to make sure we captured their feedback; promote final input opportunities.
Tools and Techniques
Web – spotlights on fcgov.com, social media
Media – news releases, City Manager’s Coloradoan Column
Newsletters/Email - City News feature, Neighborhood News, Economic Enewseltter
Citizen Result Team members
Page 8 of 12
ATTACHMENT 3
Online Community Engagement Overview
There are a variety of tools available to help the City of Fort Collins engage in an online community forum. To
choose the right tool for our organization, several factors must be considered. With each factor, choices fall
somewhere on the spectrum below.
Hosting Options
Hosting refers to where the forum will “live” online and what url will be used to promote the tool. The City can
choose a more formal and structured option by hosting the online community on fcgov.com. A more informal option
would be to use, promote, and endorse a tool hosted on a different site.
Determining Topics for Discussion
Depending on the tool, topics for discussion can either be posted solely by the City of Fort Collins, or we can
choose to allow users of the online community to post topics and ideas as well.
Guidelines for Engagement
Some tools come with a standard set of rules and behavior guidelines that are enforced through automated
systems backed up by real people. Other tools rely on users to self-regulate appropriate behavior.
User Registration and Authentication
The City can determine what information a user would need to provide in order to participate in the online
discussion. Some tools require name, address, and email, others simply require an email address, and still others
allow users to login using their Facebook accounts.
City Participation
The City’s role in an online community can range from a centralized approach where we engage as a single
organization (as we currently operate our social media tools). Or we can choose to empower individual staff and
City leaders to engage as individuals.
Level of Documentation and Reporting
Generally, the more formal the tool the higher the level of documentation and reporting. Some tools provide in-
depth analysis of feedback according to themes, geographic location, etc. The less structured tools do not provide
the same level of reporting.
Resources
The City’s level of engagement, management, and monitoring of an online tool will determine how much resource is
required.
Formal & Highly
Structured
Informal/ Casual
Page 9 of 12
ATTACHMENT 3
Online Community Engagement Overview
Example: City of Atlanta, Georgia
Formal & Highly
Structured
Informal/ Casual
X
Page 10 of 12
ATTACHMENT 3
Online Community Engagement Overview
Example: City of Omaha, Nebraska
Formal & Highly
Structured
Informal/ Casual
X
Page 11 of 12
ATTACHMENT 3
Online Community Engagement Overview
Example: Eau Claire, Minnesota
Formal & Highly
Structured
Informal/ Casual
X
Page 12 of 12
ATTACHMENT 4
Longmont Model of Community Focus Groups
Resident Feedback Panel:
One year commitment
No standing meetings; meet as needed
On-line application
Serve as community “temperature gauge”
30 person panel
Panel provides input on selected issues
Panel is demographically representative of community
Application includes:
Gender
Age
Ethnicity
Language
Household make-up
Formal education level
Years in Longmont
Household income (optional)
History:
First created during Strategic Plan update
Utilized for Budgeting and potential tax initiative
Now utilized by multiple staff on varying issues
Lessons Learned:
Be clear on time commitment
Hard to maintain the representative number of “under 18”
1
Public Engagement and Outreach
Process for Council Policy Items
City Council Work Session
May 8, 2012
ATTACHMENT 2
2
Overview Overview
• Define current situation, challenges, and
opportunities
• Share proposed Strategic Plan
• Discuss implementation
ATTACHMENT 2
3
Questions Questions
1. What feedback does Council have
regarding the overall strategies outlined in
the Public Engagement Strategic Plan?
2. Does the structure and common language
provided through the Public Engagement
Spectrum and Public Engagement
Summary work for City Council?
ATTACHMENT 2
4
Background Background
• 2011: City Council identified need to develop a
strategic framework for community involvement
organization-wide
• Researched other communities and public
involvement models
• Citizen participation recognized as an asset, is
valued and encouraged
ATTACHMENT 2
5
Organizational Organizational Assessment Assessment
Challenges
• Lack of alignment between
Council expectations and
staff deliverable
• Authentic and successful
public involvement takes
time and resource; both
often underestimated
• No city-wide standardized
methodology
ATTACHMENT 2
6
Organizational Organizational Assessment Assessment
Opportunities
• Public engagement process
varies based on project
• Existing social media tools
support community
engagement efforts, but more
robust and effective tools exist
• CityWorks 101 and alumni
program provide a successful
model for engagement
ATTACHMENT 2
7
Proposed Proposed Strategic Strategic Plan Plan
Goals:
1. Better equip City staff to successfully lead public
engagement projects.
2. Foster an engaged citizenry.
3. Ensure accountability and promote excellence in
community engagement.
ATTACHMENT 2
8
Proposed Proposed Strategic Strategic Plan Plan
Goal 1: Better equip City staff to successfully
lead public engagement projects.
• Create organization-wide community engagement
framework, processes, and tools
– Public Engagement Spectrum
ATTACHMENT 2
9
• Consider this option when…
• May not be best option when…
• Potential tools & techniques
• Citizen role
ATTACHMENT 2
10
•Example
-Green River Ordinance
ATTACHMENT 2
11
•Example
-Bike Library
-eBikes
ATTACHMENT 2
12
•Example
-Parking Plan
-West Nile Virus
ATTACHMENT 2
13
Proposed Proposed Strategic Strategic Plan Plan
Goal 1: Better equip City staff to successfully
lead public engagement projects.
• Systematic use of Public Engagement Spectrum
• Public Engagement Summary
• Training
• Leverage expertise
ATTACHMENT 2
14
Proposed Proposed Strategic Strategic Plan Plan
Goal 2: Foster an engaged citizenry.
• Improve Development Review outreach
• New tools and technology
– Online community engagement
– One-stop policy page
• Citizen engagement programs
– Continue CityWorks
– Create Citizen Feedback Panel
ATTACHMENT 2
15
Proposed Proposed Strategic Strategic Plan Plan
Goal 2: Foster an engaged citizenry.
• Opportunities for informal interaction
– Police community meetings
– Council District meetings
• Improve transparency & reporting
– Close the feedback loop
ATTACHMENT 2
16
Proposed Proposed Strategic Strategic Plan Plan
Goal 3: Ensure accountability and promote
excellence in community engagement.
• Measure long-term success through Citizen
Survey:
– Listening to citizens
– Welcoming citizen involvement
• Gather feedback from City staff and City Council
to implement process improvements
ATTACHMENT 2
17
Why Why Online Online Engagement? Engagement?
• Increasingly difficult to attract large crowds to
public events
• Increase of general online engagement
• Best-practices cities moving in this direction
• Request from citizens
ATTACHMENT 2
18
Online Online Engagement Engagement Options Options
Formal & Highly
Structured
Informal/ Casual
ATTACHMENT 2
19
Online Online Engagement Engagement
Factors to consider
• Who hosts the tool?
• Who determines topics for discussion?
• Guidelines for engagement
• User registration and authentication
• Should the City participate as an organization or
as individuals?
• Level of documentation and reporting
• Resources
ATTACHMENT 2
20
Online Online Engagement Engagement Options Options
Formal & Highly
Structured
Informal/ Casual
X
ATTACHMENT 2
21
Implementation Implementation
Complete or in progress
• Standardized framework (limited basis)
• Hiring of Development Review Outreach person
• Internal Resource Group (limited basis)
Additional Resources Needed
• Internal Training
• Online tools and other communication improvements
• Monitoring, reporting and follow-up
• Citizen Feedback Group
ATTACHMENT 2
22
Questions Questions
1. What feedback does Council have
regarding the overall strategies outlined in
the Public Engagement Strategic Plan?
2. Does the structure and common language
provided through the Public Engagement
Spectrum and public engagement plan
summary work for City Council?
ATTACHMENT 2