HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 09/12/2017 - PUBLIC ENGAGEMENT STRATEGIES FOR THE CITY OF FORTDATE:
STAFF:
September 12, 2017
Amanda King, Communications/Public Involvement
Director
Ginny Sawyer, Policy and Project Manager
Kelly DiMartino, Assistant City Manager
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Public Engagement Strategies for the City of Fort Collins.
EXECUTIVE SUMMARY
The purpose of this item is to review the evolution of the City’s public engagement journey, highlight
improvements, share areas of focus and tactics, and discuss future opportunities. In 2017, City Council identified
“Re-imagining Community Engagement” as a Council priority. Since 2012, the City has developed a strategic
framework for community involvement organization-wide. City staff will review the Public Engagement Strategic
Plan.
GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED
1. What questions/feedback does Council have regarding the overall direction of the City’s Public Engagement
strategy?
2. Are there other ways Council would like to be informed of or involved in Community Engagement?
BACKGROUND / DISCUSSION
The City of Fort Collins recognizes the importance of authentically engaging residents in the development of
policies, programs, and services, and believes that people who are affected by a decision should be included in
the discussion. Community engagement is the basis for building healthy, strong, equitable and inclusive
communities. The City also engages the community in a variety of ways beyond policy and program development
through its robust volunteer program, education and development opportunities and through committees or
boards and commissions.
In 2012, City staff created the first Public Engagement Strategic plan as a guide for how the City engages the
public while identifying key improvement opportunities. The updated strategic plan builds on this strategic
approach to community engagement efforts while acknowledging that each situation calls for its own customized
process.
Behaviors related to civic engagement are continually evolving. While community interest remains high, the way
individuals interact with government is changing along with 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
public engagement and examined past City of Fort Collins outreach efforts. From these efforts, key findings were
identified:
Overall
Public participation is recognized as an asset, is valued and encouraged.
September 12, 2017 Page 2
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.
Historically there was no Citywide standardized methodology or language to help align expectations,
though that is changing with the adoption of the International Association of Public Participation (IAP2)
framework.
Opportunities
There is an organization-wide understanding that varying levels of engagement are required for different
projects. A systematic approach will help 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 leveraging informed residents.
Public Engagement Strategic Plan
As a result of existing opportunities and challenges, the Public Engagement Strategic Plan aims to accomplish the
following goals:
1. Better equip City staff to successfully lead public engagement projects
2. Identify new tools and technology to enhance and increase public engagement across all segments of the
community with additional focus on under-served populations
3. Ensure accountability using data and metrics
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.
ATTACHMENTS
1. Detailed Public Engagement Strategic Plan (PDF)
2. Policy Process (PDF)
3. Public Engagement Guide (PDF)
4. Public Engagement Summary Template (PDF)
5. Example: 2017 WNV Public Engagement Plan (PDF)
6. Power Point Presentation (PDF)
Page 1 of 3
Public Engagement Strategic Plan
Last updated: June, 2017
OVERVIEW
The City of Fort Collins recognizes the importance of authentically engaging residents in the development of policies,
programs, and services, and believes that people who are affected by a decision should be included in the discussion.
Community engagement is the basis for building healthy, strong, equitable and inclusive communities. The City also
engages the community in a variety of ways beyond policy and program development through its robust volunteer program,
education and development opportunities and through committees or Boards & Commissions.
In 2012, City staff created the first Public Engagement Strategic plan as a guide for how the City engages the public while
identifying key improvement opportunities. The updated strategic plan builds on this strategic approach to community
engagement efforts while acknowledging that each situation calls for 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
Behaviors related to civic engagement are continually evolving. While community interest remains high, the way
individuals interact with government is changing along with 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.
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.
Historically there wasn’t a City-wide standardized methodology or language to help align expectations,
though that is changing with the adoption of the International Association of Public Participation (IAP2)
framework.
Opportunities
There is an organization-wide understanding that varying levels of engagement are required for different
projects. A systematic approach will help 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 leveraging informed citizens.
GOALS
As a result, this Public Engagement Strategic Plan aims to accomplish the following goals:
1. Better equip City staff to successfully lead public engagement projects
ATTACHMENT 1
Page 2 of 3
2. Identify new tools and technology to enhance and increase public engagement across all segments of the
community with additional focus on underserved populations
3. Ensure accountability using data and metrics
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 – Leverage IAP2 framework to build organization-wide community engagement framework, processes, and
tools
o IAP2 foundations and techniques class (in year 2, over 40 staff certified)
o Process mapping and systems approach to public engagement
1B – Develop additional resources for employees to build skills needed to effectively present and facilitate
public discussions.
o Public Engagement Guide 2.0
o Public engagement and project management website improvements & template updates
o Public engagement round tables
1C- Leverage existing expertise within the organization and community.
o Reunite Public Engagement Resource Group and publish list of IAP2 certified staff
o Work with Colorado State University’s Center for Public Deliberation to host two or more community issues
forums
o Develop stakeholder database for public engagement planning
GOAL 2: IDENTIFY NEW TOOLS AND TECHNOLOGY TO ENHANCE AND INCREASE PUBLIC ENGAGEMENT
ACROSS ALL SEGMENTS OF THE COMMUNITY WITH ADDITIONAL FOCUS ON UNDERSERVED POPULATIONS
Strategies
2A – Leverage digital media and online tools to enhance traditional outreach methods
o Implement and promote the EngagementHQ online public engagement platform (called OurCity)
o Develop and implement social media and digital ad campaign to promote the City’s various public
engagement and communication tools (It’s |YOUR|MY|OUR City)
o Work with HR to leverage the Engage online volunteer database to interact with local volunteers
2B - Continue existing and create new programs to engage citizens and inspire civic leadership.
o CityWorks 101 and alumni programs and new CityWorks youth PSD partnership program (Summer in the
City)
o Coordination with Neighborhood Services and the Neighborhood Connections program
o Boards & Commissions: Equity and recruitment, Super Issues group, targeted stakeholder engagement
o Explore dedicated Citizen Feedback Group/s, a demographically reflective group of volunteers
2C – Build trust and transparency and remove barriers to increased engagement with hard to reach
populations
Page 3 of 3
o New translation headset equipment that will allow low English proficiency citizens to participate in meetings
with up to two additional languages represented
o Develop translation guide for CityNet that includes internal and external interpreter and translation
resources
o Expand partnerships with local organizations and develop community event calendar to identify
opportunities for the City to meet with diverse populations where they are
Public Private Partnerships: Develop relationships specifically with Salud, La Familia, Poudre
School District, Holy Family Church, Vida Sana, ColoradoGives
4. GOAL 3: ENSURE ACCOUNTABILITY USING DATA AND METRICS
Strateies
3A - Track and measure long-term success through Citizen Survey questions for strategy maps:
o HPG 66. % of citizens responding very good/good to the City’s performance in welcoming citizen
involvement.
2017 Target: 65%
2015: 69%
2013: 67%
2012: 64%
2010: 54%
o NEW. Social Media quarterly engagement
o NEW. Website & online engagement metrics (tbd)
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 and expectations from City Council for continuous improvement
POLICY DEVELOPMENT PROCESS
Support
1. ISSUE IDENTIFICATION
Citizen, Boards & Commissions, Council,
Legal, Staff, Adopted Plan
3. PROJECT MANAGER/TEAM
Leadership
2. PROBLEM
STATEMENT/SCOPING/TIMING
Leadership, Staff, Future’s Committee
5. COUNCIL DELIBERATIONS
WORK SESSIONS
Scope Agreement
Direction
REGULAR MEETINGS
Decision Making
4. POLICY OPTION FORMULATION
• PM/Working Group
• Research
• Stakeholders
• Public Engagement
• Boards and Commissions
• Communicate w/Leadership
• Confirm timing needs
6. RECOMMENDED ACTION
QUESTIONS TO HELP DETERMINE
IF EFFORT MOVES FORWARD
Is it the City’s role?
Is there Council support?
Is it resourced?
Is the timing right?
How big is the problem?
Does issue align with strategic plan?
Would policy effort move the needle?
Is this a new initiative? How do priorities shift?
SCOPE CHANGE
Any major scope change past Step 4
sends project back to Step 2.
PAUSE FOR COMMUNITY REVIEW
Support
Support
Support
7. COUNCIL DECISION
8. IMPLEMENT
9. EVALUATE
ATTACHMENT 2
1
PUBLIC
ENGAGEMENT
GUIDE
ATTACHMENT 3
2
Contents
Why Public Engagement?
Purpose and Support
Getting Started
Stakeholders: Who Should
Be Involved and Why?
Tools and Resources
Successful Facilitating
Six Basic Steps
to a Public Engagement Plan
Step 1: Create
Step 2: Identify: Find your audience,
stakeholders, stakeholder mapping
Step 3: Educate and encourage
Step 4: Listen
Step 5: Follow through
Step 6: Adapt
Appendix
Internal Expectations Worksheet
Stakeholder Assessment Worksheet
Stakeholder Mapping Diagram
Sample Public Engagement Plan
Sample Project Timeline
Engagement Toolbox:
15 Participation Techniques
Additional Resources
and Motivation
3
The City of Fort Collins places a high value
on the involvement and engagement of
our citizens. Local government has the
advantage of being closest to the people
it serves. It protects and enables the lives
of the community’s residents every day by
providing basic needs from sidewalks and
roads, to cultural enrichment, like festivals
and healthy natural spaces.
The City of Fort Collins has a variety of avenues that
residents use for requests, inquiries, complaints,
and input. This flow of information is most effective
when it works both ways and is fostered at each
step. Our processes need to provide opportunities for
citizens to take part in the conversation, to learn, and
to work with others, not just provide input. They are
an extension of our efforts and should take part as
collaborative problem solvers.
Civic engagement creates and maintains a
community that is educated, aware, motivated,
engaged, and fulfilled. A complete public engagement
plan can make all aspects of a campaign run
more smoothly even when the feedback received
is negative; it saves time and headache to know it
earlier rather than later. By exercising effective public
engagement practices, city government becomes a
vehicle for participatory democracy creating citizens
who act instead of watch.
Why Public Engagement
4
Fort Collins residents have high
expectations when it comes to public
involvement. Never underestimate the level
of public interest in your project. By using
this guide across all City departments
and with all actions or projects, we
can help to make engagement efforts
successful, useful, and meaningful. Public
engagement is NOT merely checking a
box, but is a means to help deliver the
best government services possible to our
community. We have a responsibility to
bring people together and provide safe,
welcoming spaces for all.
This guide is a living document meant to help
anyone at any level of involvement within the
City work together to understand and develop
broad Public Engagement Plans that align with
the City’s Strategic Plan.
All documents and tools referred to in this guide
are available in either the Appendix, on the Public
Engagement and Project Management page, or both.
There are variations of worksheets and templates
so you can find the one that works for you.
Purpose and Support
5
The Purpose of this guide
is to help City employees:
1. Lay out a comprehensive Public Engagement Plan
and complete documents.
2. Determine the appropriate level of
public engagement.
3. Identify stakeholders and create an engaged
and representative group of involved citizens.
4. Create outreach, education, and engagement
methods that represent the City’s “brand.”
5. Implement timelines and strategies that
fit individual projects and ensure the public
access to accurate information.
6. Share successful tools and methods with all
City employees.
7. Ensure each project team is internally supported.
8. Supplement the Public Engagement and Project
Management page on CityNet and help utilize
resources.
9. Spread awareness of performance measures
by which public engagement programs can
be measured.
10. Streamline the processes of public
engagement both internally and externally.
Support Network
• Annie Bierbower, Civic Engagement Liaison
• Ginny Sawyer, Policy and Project Manager
• Travis Paige, Community Engagement Manager
• Public Engagement Team (listed on Public
Engagement and Project Management page)
The links and additional materials associated
with this guide are designed to constantly evolve.
If you have ideas, concerns or questions, or need
support developing a piece of a Public Engagement
Plan, please refer to the people listed above and
discuss them at round tables.
Get Some Help!
Public Engagement
Round Tables
What is it?
Round Tables are gatherings coordinated by the
Public Engagement Team. They will provide support,
discussion time, trainings, and guest speakers. They
are opportunities to collaborate with each other and
receive assistance.
How will this help?
• Assistance completing worksheets or templates
• Present a Public Engagement Summary
• Voice concerns and discuss ideas
• Have plan reviewed for possible development areas
• Receive insight and support from team that
specializes in public involvement
• Brainstorm and coordinate outreach
How do you attend?
Want the scoop on public engagement? Subscribe
to Project Buzz, the newsletter that informs you
about training opportunities, resources, tips, videos,
articles, and whatever else comes our way that could
help you. Plus invites to Round Tables!
6
There may not be a checklist for the
perfect public engagement plan, but
there are principles and pieces that
are present in every well designed plan
that will increase the likelihood of
achieving your goals.
Principles of
Public Engagement
In order to ensure that public engagement
activities are meaningful, the following key
principles are critical:
1. Careful Planning and Preparation
Through adequate and inclusive planning, ensure
that the design, organization, and convening of the
process serve both a clearly defined purpose and
the needs of the participants.
2. Inclusion and Demographic Diversity
Equitably incorporate diverse people, voices, ideas,
and information to lay the groundwork for quality
outcomes and democratic legitimacy.
3. Collaboration and Shared Purpose
Support and encourage participants, government and
community institutions, and others to work together
to advance the common good.
4. Openness and Learning
Help all involved listen to each other, explore new
ideas unconstrained by predetermined outcomes,
learn and apply information in ways that generate
new options, and rigorously evaluate public
engagement activities for effectiveness.
5. Transparency and Trust
Be clear and open about the process, and provide a
public record of the organizers, sponsors, outcomes,
and range of views and ideas expressed.
6. Impact and Action
Ensure each participatory effort has real potential
to make a difference, and that participants are aware
of that potential.
7. Sustained Engagement and Participatory Culture
Promote a culture of participation with programs
and institutions that support ongoing quality public
engagement.
(Adapted from a collaborative project by the
National Coalition for Dialogue and Deliberation,
the International Association for Public Participation
[IAP2], the Co-Intelligence Institute, and other
leaders in public engagement)
Things to Remember
About Public Engagement:
• Not a silver bullet for complex issues.
• Not suitable for every situation.
• Using it incorrectly or at inappropriate times can
do more harm than good.
• Once feedback is received, there must be follow
through or participants may feel that their
contribution was ignored or pointless.
– Note: This doesn’t mean that feedback is
automatically implemented, but why or
why not and how must be communicated.
7
How to Create a Public
Engagement Plan (PEP)
This is the roadmap for you and your team. It will
take time and thought, but is a vital resource through
a project. There are several examples on the Project
Management page under Real Life Examples.
Prior to any public engagement plan, a statement
of purpose should be developed outlining the overall
goal of the project or program. Every plan should
start with the question, “Why are we doing this?”
There is a place to include your statement of purpose
on the Stakeholder Assessment Worksheet which is
explained later in this guide.
6 Characteristics of
Successful Plans
1. Clear Purpose
2. Education
3. Outreach
4. Audience
5. Records
6. Follow Up
Determine the
Appropriate Level of
Public Engagement
Public engagement does not mean inviting as many
people as possible or making a profile on every social
media platform. Sometimes one event is sufficient,
other times you’ll need several. Use the table above
to determine the appropriate level of engagement.
Determining the accurate level of engagement is the
foundation for your entire plan.
The level of public engagement can range from
keeping the public informed to involving the public’s
participation in the decision-making process.
Involving the public early and at the appropriate
level helps create buy-in for both the process and
the final decision.
CONSIDER THIS
OPTION WHEN …
Routine or fairly routine matter
Time and/or budget constraints
Clear legal process
Manageable level of controversy
Fairly simple set of interests
Most issues have been heard, addressed through
earlier processes
Parties have tried but are unable to come to
resolution
Active and mobilized groups with
competing views
Strong need for dialogue (not just input)
Need for multiple types of input designed for
different groups
Fair amount of controversy
Complex issues
Intense controversy, mobilized groups with
competing views
Need for education and buy-in by key
constituencies
8
Stakeholders and
Decision Makers
The term “stakeholder” refers to anyone who
has a stake, or interest, in an outcome. This includes
people who will benefit from the project, people
who could be negatively impacted, and those who
are simply interested.
Who are the decision makers and when will formal
decisions be made? Identify who will make the formal
decisions about the project. For many of our activities
City Council will be the ultimate decision makers. It
is important that your public audience knows and
understands the decision-making process. This
helps to avoid false expectations. Take a moment to
brainstorm all of the potential stakeholders of your
project and consider their values.
Who Should Be
Involved and Why?
Stakeholder lists will be different for each and every
project. This is something that must be created
by the Project Team and can be supplemented by
the Public Engagement Team and at round tables.
Stakeholders’ time is precious; use it wisely and
strategically. Ask the questions on the following
page and then complete the Stakeholder Assessment
Worksheet (Appendix pg. 24 and online).
We want to ensure that stakeholders on both the
individual and organizational level do not experience
“over-outreach.” This is a likely possibility with
the City because there are so many projects
happening at the same time that all involve the
public at some level. There may be five projects that
need to include the elderly population, but we
need to ensure that five different departments are
not reaching out to the same organizations over
and over again in a short timeframe.
How to Avoid
Over-Outreach
• Submit Public Engagement Summaries so team
can see if there are projects with overlapping
stakeholder groups, timelines, etc.
• Attend Round Tables for group discussion
• Utilize the Public Engagement Team/Support
Network to help develop stakeholder groups or
when questions arise
View the Full Calendar to see what
other public events are planned and if there is
an opportunity to work together.
Stakeholders
9
1. Who will be impacted positively or negatively?
a. Consider geography – who lives, works,
or plays nearby?
2. Who NEEDS to know about this?
a. Is there a legal requirement?
b. Is there a group with an imperative interest
(i.e., historical groups being aware of Butterfly
Building Project)
3. Who can or will contribute to this conversation?
a. Who are the experts?
b. Where are the outside sources that discuss
this same topic?
4. Who or what is missing?
a. Each stakeholder list should include
i. Experts
ii. Clubs
iii. Personal interest groups
iv. Citizens
v. Professionals
vi. Hard-to-reach populations
5. Who could stop this project?
a. Is there anyone who will dislike this idea
or be impacted to an extreme extent?
6. Who could make it better?
a. How could this be more entertaining
to the public?
b. Who would have a unique perspective?
7. What questions would I ask as a citizen?
a. If you were on the outside of this issue,
what would you want to know?
8. Whose life or schedule stands to be altered
by an aspect of this project?
From your answers, develop your
Stakeholder Assessment Worksheet.
This spreadsheet of organizations
and individuals will also include up-
to-date contact information. Though
the general public has a stake in
the outcome and are considered
stakeholders in the broad sense of
the term, your stakeholders are a
distinct list of people, businesses,
and organizations that are affected
by the project and should be
strategically engaged. While
the broader “public” should be
informed and included on a project,
the stakeholder groups generally
spend more time and effort
contributing throughout the project.
Think about both external and
internal stakeholders. External
stakeholders include other
governmental agencies, non-profit
community groups, special interest
groups, businesses, and individual
residents. Internal stakeholders
may be other City departments or
committees that could be impacted
10
Some tips for engaging
with internal and
external stakeholders:
• Go to them whenever possible.
– Ask to attend existing meetings or events rather
than creating another time commitment.
• Plan to involve external stakeholders adequately
throughout the project, whether that’s a simple
notification or involving them directly in planning
and implementation.
• Prepare for your list to grow as the project
progresses and individuals or groups show
interest in the project.
• Be flexible enough to involve new stakeholders
at any time.
• Don’t forget internal stakeholders! The City is
filled with experts on a multitude of topics. Early
and systematic consideration of the internal
stakeholders for your project can help to identify
issues before they become critical.
– Involve other City departments during your
planning phase. Consider an e-mail or initial
coordination meeting to present project basics
to various departments and to ask if there are
special communication needs.
– Check calendars and ask around so that the
City does not inadvertently overschedule an
evening or compete for stakeholders. Always
view the Full Calendar.
Hard-to-Reach
Stakeholders
Some groups face barriers that can make
establishing relationships or communicating with
them more difficult, but the City of Fort Collins places
a high value on comprehensive involvement. Extra
consideration is needed to ensure equal access to
information for all citizens.
The City has identified several “hard-to-reach”
groups such as youth, low English proficiency
speakers, low income, people with disabilities,
and the elderly. We are placing extra emphasis on
establishing relationships with them. An awareness
of barriers many people face is vital when creating
a Public Engagement Plan. These barriers should
always be considered. The average Fort Collins family
who works, speaks fluent English, has a sustainable
income, and has no problems with their day-to-day
life (lights comes on, water comes out of the faucet)
are just as hard to reach until they have a personal
stake in an issue or experience a problem.
The City’s Civic Engagement Liaison works
specifically to build relationships with
these identified groups and can help if needed,
but consider the following questions during your
planning stages:
• Will the meeting need a translator?
• Would people from different cultures feel welcome
at this event?
• Are there technology or literacy skills needed that
11
In order to use and understand this guide,
be sure to review the Public Engagement
and Project Management page; the two
tools are designed to work together. The
Worksheets and Project Management
Templates will ensure your project has the
necessary elements and involvement of other
departments, which may supplement your
project. For example, many projects need to
include Graphics for print materials or the
City Attorney’s Office for legal advice. It will
also help define how to assemble a team and
the role of each member.
The page provides the required documentation, but
we strongly encourage the use of the other resources
as well. It may take a few minutes to review the
tools, but they will save you time and effort. Plus,
the Support Network will be available at any time to
assist you.
Do You Need These?
• Advice and open discussion at a Round Table
• Help creating a Stakeholder Assessment
Worksheet or list
• Information on locations around town and in
City buildings where you can host events
• Connecting with Stakeholders
• Planning templates, worksheets, and examples
of plans and/or summaries
It’s all on the Public Engagement and Project
Management Page or available through the Public
Engagement Team.
Tools and Resources
12
DO
• Complete the project plan and answer the “Why?”
prior to going to the public for input (avoids
confusion and poor results).
• Trust your resources! The Graphic Design team
has more than 75 years of combined experience
and Public Relations Coordinators know effective
communication. They want what is best for your
project too, so don’t be afraid to take their advice
and put aspects of the project in their hands.
• Develop a strategy for public engagement at the
beginning of the project and include CPIO early on
in this process.
• Identify and involve key stakeholders as early
as possible.
• Use plain language and relate the information
to the needs of your audience.
• Manage the expectations of residents, stakeholders,
staff, and City leaders.
• Target your messages to a range of audiences.
• Use multiple methods to gather input and engage
various audiences.
• Determine who will lead the engagement process.
DON’T
• Underestimate the level of interest in your project.
• Use technical jargon or acronyms that aren’t
generally understood.
• Forget to involve City Council, boards, commissions,
and key stakeholder groups in conversations about
the project and in invites to public meetings.
• Set unrealistic expectations about how input
will be used.
13
Engagement Tools
and Methods
Which tools are best depends on the level of
participation chosen and the groups you would
like to engage. This is where the Involvement
Spectrum and Stakeholder Assessment Worksheet
are essential. Use your evaluation of the
level of impact and the group’s potential level
of concern to prioritize your outreach and choose
appropriate methods.
Invite Innovation
Getting the community truly involved may be one
of the most challenging parts of a project, but it
can also be the most fun. It offers endless room
for new ideas and creativity. The list below and
the Engagement Toolbox in the Appendix are far
from exhaustive and the sky is the limit when it
comes to ways to get people excited about a project.
Gamification is effective and popular. Think of
turning a focus group into a game of Trivial Pursuit
to educate participants or make the subject line in a
newsletter a riddle-like question to spur interest. Can
you incorporate an informational tour, 3-D model, or
other props into your event?
Managing Gathered
Information
Create a system for collecting and managing the
information you receive and conversations you
hear. You will need to determine the purpose of the
information first, which will determine what details
you need to capture. Often times, a spreadsheet will
be sufficient. You can then summarize or present
the data in whatever way is needed. Consider the
following:
1. Do you need to create codes to track feedback from
different groups?
2. Do you need exact numbers to create a summary
report or graph?
3. How will this be delivered to the public?
Note: Specific quotes and comments can be useful
and engaging for creating presentations and in
further stages of outreach (i.e., using comments as
social media posts)!
Tracks of Communication and Examples
Inform (One way out) Compile (One way in) Interactive (Revolving)
Press Releases Surveys (term not used externally) Expert Panels
Fact Sheets Comment Boxes Online Meetings
Educational Resources Public Forum (Council podium) Focus Groups
Print Materials (posters,
pamphlets, etc.)
Interviews Advisory Committees
Advertising Telephone Polls Social Media
(Adapted from IAP2)
Use the following questions and review the Engagement Toolbox to choose appropriate tools that will
help you achieve project goals:
1. Does this satisfy the public’s expectations and needs?
2. Do we have the resources (funds, time, staff, etc.) to properly execute the use of this tool?
3. Is the tool appropriate for the stage of the project and intended level of involvement?
14
Our role is to provide a safe, welcoming, and
informative space for public deliberation. As such,
we are all facilitators. As difficult as it may be, our
opinions cannot be included. This is hard when you
have spent months and hundreds of hours on a
project you are passionate about, but as facilitators
we must act only as catalysts for productive
conversations. Effective facilitator skills are essential
to successful public deliberation, especially when
dealing with contentious issues. There must be a
leader in the room who enables all opinions to be
heard and stimulates conversation.
Successful
Facilitation
Facilitator: noun
fa·cil·i·ta·tor \fə-ˈsi-lə-ˌtā-tər\
one that facilitates; especially: one that helps to
bring about an outcome (as learning, productivity, or
communication) by providing indirect or unobtrusive
assistance, guidance, or supervision
The workshop’s facilitator kept discussion flowing smoothly
15
Dr. Martin Carcasson is the Founder and Director
of Colorado State University’s Center for Public
Deliberation. He and his team of students work
closely with the City to provide assistance with
facilitation. He will be active in future round tables
and trainings, but all City staff running public
events should know the basics.
1. Facilitators set and enforce ground rules.
They design the conversation, set an expectation
of respect, and make it known that all voices
are equal. If someone is using disrespectful
or hurtful language, it is your responsibility
to ask them to stop.
a. Try: “That term makes me uncomfortable and
might be hurtful to others. Could you please
refrain from using it?”
2. Facilitators allow everyone space to speak. If
someone is dominating the conversation do not try
and stop them from talking, but rather get others
involved. As City employees, this can be difficult
because world class customer service is a vital
part of our job, but remember, if you are giving
undivided attention to just one person, you are
giving terrible customer service to the other dozen
in the room who also chose to give their time.
a. Try: “Those are good points. Let’s be sure
to hear what others have to say as well.”
b. Try: Setting talk times or breaking
the event into smaller groups.
3. Skilled facilitators have the ability to look beneath
emotional responses and bring to light the
underlying interest, need, or concern.
a. Consider: Someone may be speaking loudly and
seem angry, but they are actually scared an
aspect of their life is going to change.
4. Room setup creates the stage of the event. It gives
participants clear direction and helps facilitate a
feeling of equality if done properly. This can include
everything from lighting to background noise.
a. Consider: Using smaller groups and circular
formations when possible.
b. Consider: Don’t isolate speakers by putting
them on stages or behind podiums. This sets
a tone of “us vs. them.”
5. Attitude and context are everything! If you set the
conversation in a negative tone or come at it from
the wrong angle, it is doomed from the beginning.
6. Facilitators must maintain neutrality at all times.
Do not give any preferential treatment.
a. Consider: We often nod our heads and say
“uh huh” as a way of participating during
conversations, but this could be construed
as agreement.
b. Try: Statements like, “I hear what you’re
saying” or “that is an interesting perspective.”
c. Try: Someone on staff should actively and
openly take notes or record the conversations.
This shows that responses are being taken into
account and have a future purpose.
16
Step 1: Outline
• Create a clear and complete project/program/
activity outline defining goals and outcomes from
the department, project manager, or other city
employee requesting public engagement.
• Identify the decision makers and dates when
formal decisions will be made.
• Determine the level of public engagement based
on the scope and impact of the project.
• Determine which “public” to target and how
to engage them.
• Develop a timeline to achieve the remainder
of the public engagement steps.
• Determine how public engagement results
will be measured and archived.
• Determine how the results will be shared
with the public.
Creating an Internal Timeline
• Provide a minimum two-week notice period for
public engagement activities; ideally, provide at
least 30 days to community organizations so they
have time to give notice to their members. Get CPIO
involved early also. Press releases are typically
sent out at least two weeks prior to public events
and editorial calendars for social media and other
communication tools can start long before then.
• Work backward from target dates for final decisions
to determine how much time the public engagement
effort will require.
• For small projects, begin planning your public
engagement effort at least two to three months
before final decisions are to be made; medium and
large projects will require additional time. If you
need to go before Council, try to get on the calendar
three to six months prior, depending on the political
sensitivity of the project.
Reaching the Public
It is important to determine who exactly constitutes
“the public” in relation to your project. You will
need to decide how best to reach the greatest
number of people who are the most affected by the
project—educating them about the project and
inviting their input—given your limited resources.
A blend of “active” and “passive” methods of
public engagement should be considered.
Active methods: Require approaching and reaching
out directly to individuals or groups.
Passive methods: Require the public to approach the
City for information about the issue or project.
Basic Steps to a
Public Engagement Plan
6
1. Outline
2. Notify
3. Educate
4. Listen
5. Follow Through
6. Adapt
17
Notification can be accomplished through a variety
of mediums and techniques, such as initial visits
to community organization meetings, open houses,
e-mails to individuals and groups, letters through the
mail, phone calls to community leaders, and posting
on the department webpage.
Information about your project can be made available
to anyone who comes seeking it by posting it on
online. Your department pages on the City website
can provide descriptions of your issue/project
and also list the project timeline and methods for
providing input, such as meeting dates/locations
and contact information for key staff including their
phone numbers, e-mail addresses, and physical
mailing addresses. Websites are now optimized for
mobile use, which is how a majority of people are
accessing information.
Suggested web tools that can help project
managers communicate ongoing issues and
regularly analyze public feedback:
• A form requesting feedback
• A Q&A or FAQ that anticipates and answers
questions, even tough or controversial ones.
• Listings of policies, the rationale behind them,
and how they fit into the grand scheme of a
department’s operations.
• Listings of internal policies, such as policies
on recording an event
Available Tools
• Online surveys
• Interactive applications
(e.g., participatory budgeting)
• Social media (Facebook, Twitter, Instagram, Flickr,
YouTube, NextDoor)
• CPIO Tool Kit for brand awareness and templates
RECORD: Don’t forget to include metrics about input
received through these additional outlets in project
summaries delivered to City Council.
While the Internet is an excellent tool for public
engagement, public engagement should also include
active efforts to reach out directly to the public.
Some examples of active outreach are sending flyers
or e-mails directly to stakeholders and presenting
at community or City board meetings. Often, active
outreach is accomplished through collaboration with
local community organizations. When possible, meet
with these organizations where they live – in other
words, travel physically to locations where they meet
so it’s most convenient for them and they will be more
likely to attend.
Note: All our projects are important, but not all are
newsworthy. Consider what, if any, aspects of your
project are vital or interesting to the general public.
Is it imperative? Engaging? Entertaining? If not, it
may not be a good fit for social media platforms and
different tools should be considered.
Community and neighborhood organizations can be
vehicles through which public engagement occurs.
However, take care to not assume that a community or
18
Step 2: Notify
After planning has been completed, the second step
in the public engagement process is to sufficiently
notify the public about the project and the public
engagement plan. Sufficient notification requires
getting the word out early, and to as many of your
stakeholders as possible, that the City is working on
the issue or project. The notification step sends the
message to the public that “this project may affect
you” and educates community members on the public
engagement and decision-making processes planned
for the project. Depending on the scope and type of
project, initial notification may include:
• Postcards
• Letters
• Emails (through City and external distribution lists)
• Social media
• Temporary signage (e.g., roadway variable
message signs)
• News releases
Always demonstrate for the public how
this can affect them.
Step 3: Educate
The third step is to educate the public about the
project. The public cannot provide input without a
clear understanding of the project. It is easy for a
project manager who is daily involved in the project
to forget that it may not be as easy for community
members to grasp what is being proposed. Education
allows for meaningful discussion and dialogue to
occur and can prevent myths that may emerge, either
inadvertently or strategically by opponents, about the
costs and benefits.
Take time to clarify the decision-making process, the
scope and impacts of the project, and the variables
and alternatives to be considered. Summarize in lay
terms but also provide opportunities for people to
read entire reports/documents on your website for
additional information.
Step 4: Listen
The fourth step is to gather public input and show
the public that you are listening. Once educated on
the project, the public can provide informed opinions.
The methods you choose for obtaining public input
will depend on the nature and scope of your project.
Consider the costs and benefits of one-time, one-way
input versus involvement and dialogue over time.
Plan where to store public input and how
to organize it.
Create folders on the City’s drive so it is in a safe
place and can be accessed by other members of your
team. As input is received, move it into those folders
immediately or create spreadsheets/databases so
nothing is missed. This includes saving emails on the
network drive – not in Outlook– with public comment
that will be relevant for the length of the project.
This input should be provided to City Council if your
project is going before City Council. By carefully
recording and archiving all public input, you can
19
Third, consider what types of questions
you will ask the public.
People can be quick to come to conclusions about
whether they are in favor of or opposed to a project
and community groups will often want to take a vote
to that end. However, many projects involve a number
of components each with more than one alternative.
Ask open-ended (not yes/no) questions and ask
follow-up questions as to why someone is opposed
to the project. Ask whether they have suggestions on
addressing those concerns.
• Many projects are flexible enough to allow
modifications in response to public deliberation.
Projects can be shaped and molded by public
opinion to the point where individuals who disliked
the initial proposal may come to accept or even like
the final proposal.
When possible and early on in the process, provide
a list of alternative approaches to a policy or project
and their associated pros and cons. Allow the public
to comment on the list and add other alternatives,
pros, and cons.
• This provides an opportunity for the public to
discuss each alternative, the community values
underlying each, how desirable the new policy
or project is, the intended consequences, and
potential unintended consequences. When
presenting the list of alternatives, remember the
“do nothing alternative,” which is the option to
keep things as they are.
Fourth, approach the public with an open
and willing attitude.
Avoid communicating in ways that would suggest
reluctance, as though the public engagement
is required of you against your will. Pay special
attention to your nonverbal cues. Some members
of the public may have cultivated an attitude that
public engagement is “just a formality” and that
the proposed project will move forward regardless of
public input. It is important to overcome this barrier
by approaching the public in a way that conveys
you are willing to alter or even halt (the “do nothing
alternative”) the project if there is enough input to
warrant it.
Listening and summarizing can be the hardest part
of a project. It is important to show community
members that you are listening by summarizing what
you have heard, thanking them for their time, and
reassuring them that they have been heard and their
input will be considered.
Step 5: Follow Through
The fifth step is to follow through by sending the
public input to the decision makers and to follow
through again by providing the public with the
rationale for the decision in light of all relevant facts
and opinions. Whatever input methods are used,
communicate to individuals and groups that you
have heard them. Acknowledge them. Throughout
the process, summarize questions and concerns
20
Step 6: Evaluate & Adapt
The sixth step is to evaluate the effectiveness
of our public engagement strategy, adapt, and
be flexible. During implementation of your public
engagement plan, regularly assess whether goals
and expectations related to public engagement
are being met, and revise the plan as needed.
This may require changes such as pushing back
decision dates, creating additional education
material in response to confusion or erroneous
rumors that have surfaced, meeting an additional
time with a community group to provide sufficient
time for discussion on the topics, adding time
for a new group of stakeholders not previously
identified to catch up with others in the process,
or expanding the public engagement process
because the level of impact was found to be
greater than previously thought.
Some questions to consider when evaluating your
public engagement activities:
• Did you satisfy the goals you set at the outset of the
planning process?
• Did your engagement activity adhere to the
Principles of Public Engagement set out in
this guide?
• Did you effectively assess all stakeholders?
• Did you include potential participants in the design
of your engagement activity?
• Were the tools you chose most appropriate given
your unique circumstances and constraints?
• Were individuals and stakeholders given
adequate opportunity to participate in all
aspects of the process?
• Were the needs of persons with
disabilities considered?
• Were conversations relevant and valuable?
• Were you able to use it in any way? How?
• Were all critical issues addressed?
• Did you effectively record and analyze the
input received?
• Did you allocate sufficient resources (time,
human, and financial)?
• Was the activity completed within your budget?
• Were participants provided with feedback regarding
how their contribution was/will be used?
• Were participants generally satisfied with the
activity? Were organizers?
Adapted from The City of Fort Saskatchewan, 2012)
Summarize the rationale for decisions
in light of all of the facts, including
public opinion. Document the rationale
and make it available to the public.
If possible, provide rationale for why
one alternative was chosen over others
and why decisions were made to move
forward in light of opposition, if there
was any.
21
Also, some tips to track and evaluate engagement:
• Create separate tracking links for online surveys to
determine which channels of communication are
most effective.
• Ask demographic questions in surveys and at
events to determine how representative participants
are of the audiences you’re trying to reach.
• Debrief individual events and the project as a whole
with internal and external participants.
Source: OPE Public Engagement Guide
During your project, consider gathering feedback from
the public and your internal workgroup on the quality
of the process and whether it is meeting community
member expectations. After your project is complete,
consider “debriefing” both internally and externally
with discussions about how public engagement for
future similar projects can be improved.
• What went well?
• What didn’t go well?
• What recommendations do you have for the future?
The City is collecting case studies
from which to learn lessons on
public engagement best practices.
All City Departments are encouraged
to regularly write case studies and
contribute them to the collection for
future reference. For details of these
case studies, contact Annie Bierbower.
22
Appendix
Internal Expectations Worksheet
Stakeholder Assessment Worksheet
Stakeholder Mapping Diagram
Sample Public Engagement Plan
Sample Project Timeline
Engagement Toolbox:
15 Participation Techniques
Additional Resources
and Motivation
23
Check the appropriate boxes for each question then calculate average score.
If internal staff and Council have differing opinions about the level of public participation,
complete one worksheet from each group’s perspective and discuss implications.
Assessment Questions Very Low Low Moderate High Very High Comments
1. What is the legally required level
of public participation?
2. To what extent do internal staff members
believe the public could help improve the
outcome of this project?
3. At what level do internal staff members
perceive public interest in this project?
4. What is the potential for the public to
influence the decision-making process?
5. What level of media interest
do you anticipate?
6. What levels of resources are likely to be
available to support public participation?
7. What is the anticipated level
for controversy?
Total checks in each column
Multiply number of checks by the weight x1 x2 x3 x4 x5
Enter column score
Total all columns; divide total score by the
number of questions
Total score ______ ÷ 7 = ______ Average score
Are we the right entity to address this issue? If not, who should?
If Average Score = 1 – 2 “A” Level (Inform & Consult)
2 – 3 “B” Level (Involve)
3 – 5 “C” Level (Collaborate)
Public Participation: Internal Expectations Worksheet
24
Stakeholder Assessment Worksheet
Project:
Level of Public Participation from IAP2 Spectrum:
Internal Communications Lead (Interdepartmental questions):
External Communications Lead (Stakeholder contact and questions):
Purpose Statement (what do you intend to gain or share through outreach):
Internal Stakeholders
Interest Area
City’s Evaluation:
Level of Impact
N = None
L = Low
M = Moderate
H = High
U = Unknown Stakeholder Group
Level of Concern
N = None
L = Low
M = Moderate
H = High
U = Unknown Contact and Role
Email or
Phone Number
Impact of
Property Values M Area Residents H
Ann Smith
HOA President 970-123-4567
25
Important to Inform
Minimal
Involvement
Required
Essential to Involve
Important to Involve
Figure 5 Stakeholder Mapping: Where does each stakeholder group land?
High
Low
LEVEL OF INTEREST
High
Low
INFLUENCE
26
Project Title: Midtown Plan
Project Lead: Megan Bolin
Overall Public Involvement Level: Collaborate
Bottom Line Question: How should Midtown look and feel as properties
and vacant land develops, especially considering its proximity to the
Mason Corridor and MAX service/transit stations?
Key Stakeholders:
• Midtown neighbor
• Property owners
• Business owners
• Business tenants
• Boards and Commissions
– Identify specific boards and
commissions for Council benefit
• Developers
• South Fort Collins Business Association
• Fort Collins residents
• CDOT
• Various City of Fort Collins departments
Timeline: June 2012 – March 2013
EXAMPLE PUBLIC
ENGAGEMENT
PLAN
27
PHASE 1: Document Existing Conditions – Collaborate
Timeframe: June–September 2012
Key Messages:
• Between now and March 2013, City staff will be engaging specific stakeholders
to help determine the future of the midtown corridor.
• Citizens have an opportunity to weigh in on the improvements, usage, and key aspects of the corridor.
Tools and Techniques
• Focus Group meetings—invited via email and phone calls
• Targeted stakeholder survey sent via email and available on the project’s website
• Attend standing board meetings with the Auto Dealers group, the South Fort Collins
Business Association and various Boards and Commissions
• Website: fcgov.com/midtown
• July Economic Enewsletter
• August City News (part of the Economic Health feature article)
• September’s In the City article (In the Coloradoan, authored by Darin)
PHASE 2: Develop Design Alternatives – Collaborate
Timeframe: October 2012– December 2012
Key Messages:
• The midtown corridor plan and vision is in the process of being developed.
• City staff want to hear from all citizens on their desires for what this area should include,
how it should function, and how it should look.
Tools and Techniques
• Online survey, fcgov.com/midtown
• Community workshop
• Internal team design charrette (City staff and consultants)
PHASE 3: Draft and Finalize Plan – Inform
Timeframe: January – March 2013
Key Messages:
• The Midtown Plan seeks to complement current and forthcoming investment by
developing a vision and associated land use tools to guide the design of future redevelopment,
and identify opportunities to further enhance streetscapes and multi-modal connectivity.
Tools and Techniques
• Online survey once draft plan has been created for public comment/feedback
• City Council Work Session on January 8 to review elements of the plan
• Present plan to the public in an open house format
• Submit final plan to City Council for adoption, allowing for public comment at the Regular Meetings
28
This sample project timeline is a
rough sketch of a process that requires
Planning Commission input and a
decision by the City Council.
A timeline such as this may be made available
to the public to provide an overview on project
timing and opportunities for public education
and input. The basic public engagement steps
from this guide are noted in parentheses at the
end of each item to illustrate the generally linear
but sometimes repetitive and circular progression
of the steps throughout the process. A project
timeline like this can be made during the PLAN
step and modified through the project as you
implement the ADAPT principle.
January 2011
Initial meeting with stakeholders. Additional meetings
to be held throughout the process. (NOTIFY)
January 2011
Notify the public about the project and timeline.
Initial meeting with community groups to
describe the purpose of the project and the
public engagement effort. (NOTIFY)
January 2011 – April 2011
Online public comment begins. Visit Open City
Hall atslcgov.com or e-mail comments to
mayor@slcgov.com (NOTIFY, EDUCATE, LISTEN)
February 2011
Presentations to neighborhoods directly
affected and other community groups upon
request. (EDUCATE, LISTEN)
March 2011
Open House at City Hall, 451 S State Street,
1st floor hallway. (EDUCATE, LISTEN)
March 2011
Dialogue meeting with adjacent residents.
(EDUCATE, LISTEN)
March 2011
Focus groups with stakeholders and residents.
(EDUCATE, LISTEN)
April 2011
Planning Commission briefing, public hearing,
and decision on recommendation. (LISTEN)
April 2011
Public input summarized and transmitted
to the Mayor. (FOLLOW THROUGH)
April 2011
Staff report with Administration recommendation
and Planning Commission recommendation sent
to the City Council Office. (FOLLOW THROUGH)
May 2011
City Council briefing, public hearing, and decision.
(May include additional public engagement and
discussion) (EDUCATE, LISTEN, FOLLOW THROUGH)
Sample Project Timeline
29
Internal Co-creation – We’re on the Same Team
These 15 techniques were chosen strategically from the
dozens available. The list is far from exhaustive, but
these were chosen because they fit the goals of the City,
are innovative, and/or under-utilized.
Open Houses are over-utilized, especially since there
are so many other options. Please consider alternative
methods when planning outreach. Also review the
calendar to see if there is an event that covers a
similar topic or involves the same stakeholders. We
need to work together more rather than compete for the
community’s time.
Several City staff members have been trained
extensively on these tools and many more through
courses, research, and experience. This number will
continue to grow with additional opportunities for
trainings. If you are interested in more information on
how to use a tool or participating in trainings contact
Ginny Sawyer, Annie Bierbower, or members of the
Public Engagement Team.
Technique Consider Why it Works Potential Issues
Briefings
Use existing meetings of
social groups, clubs, and
organizations as a platform to
provide information, education,
and have discussions
Groups often need speakers
and look for ways to be more
involved
Which groups are stakeholders
for your project? Examples:
Rotary Club, parent groups,
Kiwanis, businesses, HOA’s,
special interests groups
KISS – Keep It Short and Sweet
Be engaging by including
visual aids, props, and
opportunities for interaction
Excellent tool for the “go-to-
them” approach
Control of information
Reaches wide variety of
individuals who may not have
been attracted to another
format
Opportunity to expand
mailing lists
Similar presentations can be
used for different groups
Excellent relationship-
building tool
Can get mixed groups of
stakeholders, so need to speak
to multiple interest areas and
concerns
Some organizations have
tight agendas, so time may
be limited
30
Technique Consider Why it Works Potential Issues
Electronic Forums, Social Media Groups, and E-mail
Utilization of electronic
mailing lists and social media
platforms that members can
easily join and leave
Can provide access to an array
of information formats such
as video, photos, and links to
more resources
Online resources are useful but
should be supplemented by
hard copy versions
The Internet is saturated and
competitive
Extra effort needs to be taken
in order for messages to stand
out or for stakeholders to read
an email
Easily accessible for most
people including hard-to-reach
populations such as low income
and homeless – these groups
often rely heavily on their
mobiles because they do not
have access to full computers.
Take this into account when
writing emails and creating
social media content
Very inexpensive or free way to
directly reach stakeholders
Be careful not to overuse social
media platforms
People can easily suffer from
“over-outreach” and not all
projects warrant groups,
emails, or social media posts
Substantial effort is needed
to maintain accurate email
addresses and engagement
Won’t attract older generations
or people that aren’t tech savvy
Response Summaries
An ongoing form of
documentation that provides
feedback to the public
regarding comments received
and how they are being
incorporated
May be used to comply
with legal requirements for
comment documentation
Use publicly and openly to
announce and show how all
comments were addressed
Strongly supports the City’s
goals of transparency and
co-creation
Demonstrates active listening
31
Technique Consider Why it Works Potential Issues
Citizen Juries
Small groups of citizens
empaneled to learn about
an issue, cross-examine
witnesses, and make a
recommendation
ALWAYS non-binding with no
legal standing
Requires skilled moderator
Commissioning body must
follow recommendations or
explain why not
Be clear about how results
will be used and that it is NOT
a vote
Great opportunity to develop
deep understanding
Pinpoint fatal flaws or gauge
public reaction
Resource intensive
Extra emphasis is needed to
manage expectations
Surveys and Polls
Questions created to gather
a sampling of opinion for
targeted feedback
City does not externally use
the term “survey” unless it is
statically valid
Externally say questionnaire,
feedback form, poll, etc.
If you need statically valid
results, a consultant is needed,
which can be expensive
Take great care in formulating
the questions – have several
people review them to ensure
they are clear, won’t be
misinterpreted, and will gather
useful information
Most suitable for general
attitude gauging
Provides input from individuals
who would be unlikely to attend
meetings
Gathers input from cross-
section of the public
Higher response rate than
mail-in surveys
Easily shared and can be very
engaging and fun
Statically valid surveys are
expensive and time consuming
“Over-surveyed, under-
represented” is a common
phrase or thought from some
groups within Fort Collins so be
sure to thoroughly consider if
32
Technique Consider Why it Works Potential Issues
Symposia
A meeting or conference to
discuss a particular topic
involving multiple speakers
Provides an opportunity for
presentations by experts,
professionals, and a variety of
people highly involved
Requires upfront planning
to identify appropriate and
interesting speakers
Needs strong publicity
People learn new and diverse
information
Educational foundation for
informed participation and
discussions
Great tool for early in your
outreach or at points of
contention
Experts might not represent
different perspectives
Controversial presenters may
draw protests or negative views
Tours and Field Trips
Provide tours for key
stakeholders, elected officials,
advisory groups, and the media
Know the number of
participants to accommodate
and plan
Include refreshments and
transportation options when
possible
Can be self-guided with
additional tools such as
recordings or maps
ALWAYS consider safety
precautions
Often seen as a special treat or
“reward” for extra involvement
Opportunity to provide
rapport and a feeling of
being an “insider”
Reduces outrage and
misinformation by making
choices more familiar
Number of participants can
be limiting logistically
Potentially attractive
to protestors
Transportation and liability
come into play
Modeled from IAP2’s Public Participation Toolbox
33
Public Engagement and Project Management Homepage
citynet.fcgov.com/cpio/projectmanagement.php
Resource Guide on Public Engagement by the National Coalition for Dialogue & Deliberation
ncdd.org/files/NCDD2010_Resource_Guide.pdf
Colorado Chapter of the International Association of Public Participation
iap2usa.org/colorado
Video: How to Manage Stakeholder Expectations
youtube.com/watch?v=0EkufUCo5qI
Video: TED Talk Dave Meslin: The Antidote to Apathy
ted.com/talks/dave_meslin_the_antidote_to_apathy?language=en#t-1471
Video: Difficult People and How to Deal
youtube.com/watch?v=Rx6Abkn--Zc
CPIO Library
We have a physical library of books on civic engagement that range
from using gamification, to inspirational stories and innovative methods.
Contact Annie Bierbower, Civic Engagement Liaison, to inquire about
particular topics, pitch a book you think we should own, or check out a book.
Public Engagement Team
Additional
Resources & Motivation
PUBLIC ENGAGEMENT SUMMARY
PROJECT TITLE:
OVERALL PUBLIC INVOLVEMENT LEVEL:
BOTTOM LINE QUESTION:
KEY STAKEHOLDERS:
TIMELINE:
Phase 1:
Timeframe:
Key Messages:
Tools and Techniques:
PHASE 2:
Timeframe:
Key Messages:
Tools and Techniques:
PHASE 3:
Timeframe:
Key Messages:
Tools and Techniques:
ATTACHMENT 4
2017 WEST NILE VIRUS PUBLIC ENGAGEMENT PLAN 1
2017 West Nile Virus
Public
Engagement
Plan
EXECUTIVE SUMMARY
This Public Engagement Plan (PEP) is designed to
address the 2017 communication and education
goals for the West Nile virus (WNV) season. The aim
is to help mitigate the negative impacts of WNV to
the population of the City of Fort Collins. This
strategic PEP is dynamic and always evolving
depending on the status of the WNV season. This is
designed as a key tool for staff to refer to and
implement. The core goals of the PEP are:
• Inform
• Consult
• Collaborate
• Educate
This PEP consists of the overall public involvement
level, bottom line question, key stakeholders,
timeline, key messages and tools. Considering the
high level of this project, the plan calls for
leveraging community partners, utilizing
mainstream media reports and advertisements and
conducting in person outreach to areas identified as
most at risk for contracting the disease. Those who
are most at risk include those who are elderly,
unhealthy, low income and homeless along with
anyone who spends lots of time outdoors.
KEY STAKEHOLDERS
The following groups have been identified as target
audience members for this PEP.
• General Public
• Runners
• Children/Youth
• Elderly
• Latinos
• Homeless
• Near homeless
ATTACHMENT 5
2 2017 WEST NILE VIRUS PUBLIC ENGAGEMENT PLAN
• Students
• Families
• Outdoor Athletes (walkers, cyclists, etc.)
• City of Fort Collins employees
• Tourists
• Murphy Center
• La Familia Center
• Housing Authority
• Food Bank
• Fort Collins Mission
• Library
• Neighbor-to-Neighbor
• Can Do (Health District)
• Vida Sana
• Larimer County
• Healthier Communities Coalition of Larimer
County
• CSU’s SLICE (Student Leadership
Involvement and Community Engagement)
• CSU Larimer County Extension
• Lagoon Series
• PSD
• Mathews House
• League of Women Voters
• 211
• Department of Health & Environment,
Larimer County
• United Way
• Agua Vivas/Living Water Church
• Abundanza Church
• Homeward 2020
• Early Childhood Council of Larimer County
• SAVA (Sexual Assault Victim Advocate Ctr)
• Habitat for Humanity
• Latino citizens (Poudre Valley Mobile Home
resident, Latino resident met at asphalt
“Listening Session”, parent of a Lincoln
School child; this is the school with the most
number of kid lunches in the Fort)
• Co-operate Colorado
• The Winslow
• Neighbor to Neighbor
• Crossroads Safehouse
• Northside Aztlan
• PCG Group of the Sierra Club
• JAX &REI Customers
• Fort Collins Sustainability Group
• Community for Sustainable Energy
• Homeless Gear
• Parks/Trails
Festival attendees and participants
This plan draws on the successes of the 2015 WNV
PEP as well as input from City Council and the WNV
Technical Advisory Committee (TAC). Notable
changes for the 2017 plan include:
• Ongoing enhanced partnership with Larimer
County
• Focus on runners and children
• Mosquito Meter & repellent wipes at key
2017 WEST NILE VIRUS PUBLIC ENGAGEMENT PLAN 3
UPhase 1:
Timeframe:
May
Key Messages:
• West Nile virus season is coming, make sure
to take the proper steps to protect yourself
and loved ones.
• Beat the Buzz – Stay West Nile free using
the 4 D’s. (Conveys practical information to
reduce the risk of contracting West Nile
virus)
Tools and Techniques:
• Fcgov.com/westnile
o Updated site with heat map
o Order spray and Beat the Buzz
bicycle leg bands
o Added TAC agendas
o Collaborated with County/meeting
and shared materials
o Updated LETA site to include WNV
opt-in alerts possible cell phone use
o Updated all materials to include
message that mosquitoes are most
active from “Dusk Through Dawn”
(Rather than “Dusk and Dawn”)
• Social media (Twitter/Facebook)
o Facebook and Twitter Posts
introducing the “4 D’s”
o Posts encouraging people to sign up
for LETA alerts
• FCTV Bulletin Board
o Four D graphic running on FCTV
o Promotion of LETA sign up to
increase relevant and timely
awareness of spraying
• Print Advertising
o Working with Coloradoan on ad
package
o Working with Recreator on full page
ad
o Utility Bill Insert
• Four D’s
o Updated and Rolled out Four D
campaign/graphics
• City at a Glance/CityView
o “City at a Glance” with TAC
members – air & promote
o 33TUhttp://www.youtube.com/watch?v
=RKmKcd7AxNg&list=UU9yI7q_1fhS
4KpfQp74mokQU33T
o CityView news series to feature
segment in spring
o Promote/rerun
• Mosquito “Skeeter” Meter
o Meter with mosquito/WNV level
based on vector index
• JAX Camping Kickoff
o Partner with JAX to launch in-
person outreach
4 2017 WEST NILE VIRUS PUBLIC ENGAGEMENT PLAN
UPHASE 2:
Timeframe:
June-August
Key Messages:
West Nile virus is here to stay. Take the proper
steps to protect yourself and loved ones from the
virus.
Tools and Techniques:
• Fcgov.com Spotlights
o First week of June post a Spotlight
with Link to fcgov.com/westnile
o Promote LETA sign up
• Social media (Twitter/Facebook)
• FCTV Bulletin Board
• LETA notifications
• Magazine/newspaper/radio ads
• Press releases
o Send out a press release on the
Four D’s on June 2 in English and
Spanish
• Street Banners
o Hang 15 light pole banners and one
vertical banner for Old Town square
o Utilities will hang them by the end
of the month in strategic locations
around town.
• Staffed booth and materials at events,
including those targeting children
o June 17 – August 5
• FAQ
o Promote FAQ
• Rack Cards
o Promote rack cards
• Educational videos
o Promote outreach videos with Mike
Calhoon
• NextDoor
• Door hangers (as risk rises)
• CityNet Internal Website
• Work with CSU/PSD/Library
• GIS Maps on new zones (heat map)
• 4 D’s messaging
• Remaining custom bike bands
promoting information at
fcgov.com/WestNile
• Homeless care packages (work with
Homeless Gear to determine
needs/quantities)
• Repellent wipes
UPHASE 3:
Timeframe:
September
Key Messages:
West Nile virus risk remains. Continue to take the
proper steps to protect yourself and loved ones
from the virus.
Tools and Techniques:
• Fcgov.com
• Social media (Twitter/Facebook)
2017 WEST NILE VIRUS PUBLIC ENGAGEMENT PLAN 5
Target Audiences:
• Parks
• Schools
• Murphy Center
• La Familia Center
• Housing Authority
• Food Bank
• Fort Collins Mission
• Library
• Neighbor-to-Neighbor
• Can Do (Health District)
• Vida Sana
• Larimer County
• Healthier Communities Coalition of
Larimer
• CSU’s SLICE (Student Leadership
Involvement and Community
Engagement)
• PSD
• Matthews House
• League of Women Voters
• 211
• Latino residents
• Homeless population
• Students/youth
• Farmers’ Markets
Translation:
• All Press Releases (Send to ID list of
contacts)
• Posters (distribute to specific target areas)
• FAQs (distribute at Outreach events and to
target areas)
• Rack Cards (distribute at Outreach events
and to target areas)
• Critical PSA’s (send to local media)
• Door hangers (distribute in areas where
vector index is high)
o Matt Parker makes the call on when
to distribute
o Mantooth Marketing will distribute
Interpretation:
o All outreach materials as needed
Outreach:
• Send out Spanish Press Releases per
timeline above
• Distribute Spanish Posters per timeline
above
• Children’s events
• Parks or low income areas
o Distribute the following materials
WNV Awareness bike bands
w/info sheet
Rack Cards
FAQs
Refer all inquiries to
fcgov.com/westnile where
the latest and most accurate
information is and will be
located
6 2017 WEST NILE VIRUS PUBLIC ENGAGEMENT PLAN
• feedback from City Leaders, community
opinion leaders, media
• Visitors and engagement at public
events/booths, partnerships, etc.
9/12/17
Public Engagement Strategy
Kelly DiMartino, Ginny Sawyer, Amanda King
ATTACHMENT 6
Questions
• What questions/feedback does Council have
regarding the overall direction of the City’s Public
Engagement strategy?
• Are there other ways Council would like to be
informed of or involved in Community
Engagement?
2
Public Engagement Journey
3
Traditional
Systems / Integration
Co-Creation
Center for
Public
Deliberation
Hard to reach
populations
Dynamic tools &
technology
Leverage
internal/external
resources
Data & metrics
Continuous
improvement
1st
strategic plan
Public
engagement
spectrum
IAP2 framework
Public
Engagement
Guide
Social Media
One way
communication
out / in
Meetings &
open houses
Surveys & polls
Website
Public Engagement Journey
4
Traditional
Systems / Integration
Co-Creation
Center for
Public
Deliberation
Hard to reach
populations
Dynamic tools &
technology
Leverage
internal/external
resources
Data & metrics
Continuous
improvement
1st
strategic plan
Public
engagement
spectrum
IAP2 framework
Public
Engagement
Guide
Social Media
One way
communication
out / in
Meetings &
open houses
Surveys & polls
Website
Public Engagement Journey
5
Traditional
Systems / Integration
Co-Creation
Center for
Public
Deliberation
Hard to reach
populations
Dynamic tools &
technology
Leverage
internal/external
resources
Data & metrics
Continuous
improvement
1st
strategic plan
Public
engagement
spectrum
IAP2 framework
Public
Engagement
Guide
Social Media
One way
communication
out / in
Meetings &
open houses
Surveys & polls
Website
Systems Approach
• International
Association of Public
Participation (IAP2)
• Organizational support
• Internal/external
capacity
• Resources
6
Systems Approach
7
• Not a one size fits all
• Every level equally
important
• Clarity of decision
making role
Tools & Techniques
8
Tools & Techniques
9
Harder to Reach Populations
10
• Youth
• Non-English
speakers
• Families with young
children
• Young adults/college
students
Events & Partnerships
11
Targeted Outreach
12
New Tools & Technology
13
• 1258 Swipes
• 398 Uses
• 13,393 Views
• Interpretation
equipment
• Telephone Town Hall
• Social/Mobile media
• OurCity online platform
New Tools & Technology
14
• Based in IAP2 framework
• 8 Engagement tools
• Easy registration
• 24/7 moderation
• Analytics and community
insights
OurCity Platform
15
OurCity Platform
16
Interactive Campaigns
17
Data and Analytics
18
• Community survey
(formerly Citizen
survey)
• Strategy Maps
• Continuous
Improvement 26%
56% 54%
64%
67% 69%
0%
25%
50%
75%
100%
2001 2003 2006 2008 2010 2012 2013 2015
Welcoming citizen involvement
Questions
• What questions/feedback does Council have
regarding the overall direction of the City’s Public
Engagement strategy?
• Are there other ways Council would like to be
informed of or involved in Community
Engagement?
19
Homeless WNV Care Packs
MEASUREMENTS & REPORTING
At the end of each season, the City assesses how
effective its PEP and communication efforts were.
The report is provided to the WNV project managers,
who can relay the information to Council.
Metrics for those reports include:
• A pre and post-awareness poll to gauge
impact of communication and outreach
• fcgov.com/westnile website metrics
• social media interaction and trends
• confirmed WNV case numbers
• FCTV Bulletin Board
• Press releases
• Educational videos
• FAQ
• Beat the Buzz
• LETA
• 4 D’s
(Scope and level of communications adjusts
based on the community need of WNV
season – higher presence of WNV = greater
resources allocated)
HARD TO REACH POPULATION
Hard to Reach Segments of the Population (Civic
Engagement Liaison will lead a focused effort in
this area)
o May distribute information
• River Recreation
o Partner with Mountain Whitewater
Descents and St. Peter’s Fly Shop to
promote safety around
water/breeding sources.
• Emergency Call Center
o Use emergency call center as
needed (reserved for spraying by
the City)
o LETA
• Collaboration with County
o Work with the County to
consolidate message
o Provide County with our outreach
materials
o Added County logo to materials
o Assist County with spraying alerts as
needed
• Volunteers
o Staffing for outreach events
o Work with Homeless Gear to
determine needs
Homeless WNV care
packages with repellent,
netting and information
trailheads
• Updated website with heat maps
• New LETA WNV Notifications for Cell
Phones (In the works)
OVERALL PUBLIC INVOLVEMENT LEVEL
Collaborate – Very High
Collaboration includes working with Larimer County
as well as the citizens of Fort Collins included in the
TAC. The diverse TAC has engaged and identified
different stakeholders’ interests ranging from
academics to farmers. Residents are provided the
information necessary to make an informed
decision and forge effective compromises.
BOTTOM LINE QUESTION
How can you reduce the risk of human WNV
infection while limiting adverse human health and
environmental impacts?
TIMELINE
May-September 2017
you need a survey, what is the
purpose of the questions, and
how the results will be used
Coffee Klatches – Kitchen Table Meetings
Small meetings within a
neighborhood usually at
someone’s home or welcoming
communal space
Be sure to be extra polite,
appreciative, and supportive
Relaxed setting is conducive to
open dialogue
Maximizes two-way
communication
Often need existing
relationships and trust
to organize
Fairs and Events
Central event with multiple
activities to provide project
information and raise
awareness
All issues – large and small –
must be considered
Make sure adequate resources
are available
Think about the thought
process and interest of your
stakeholders – what would
make them picture themselves
at your event
Focuses public attention on
one element
Conducive to media coverage
Allows for different levels of
information sharing
Good opportunity for interactive
activities
Public must be motivated
to attend
Can be expensive
Can quickly lose a crowd
if not done well
Study Circles
A highly participatory process
for involving numerous small
groups in making a difference
in their communities
Work best if multiple groups
work at the same time in
different locations and then
come together to share
Structured around an actual
study guide
Large numbers of people
are involved without having
them all meet at the same
time and place
A diverse group of people
agrees on opportunities for
action to create social change
Allows for strategic discussion
of targeted information
Participants may find that the
results are hard to assess or
feel that the process didn’t
lead to concrete action
May be difficult to get
segments of the community
to commit
and how responses are being
incorporated
Can also address why some
ideas would not work
Can be time consuming to
stay on top of comments and
keep stakeholders up to date,
especially if there is a large
audience or social media
comments are included
Television – Cable 14
Television programming and
video creation to be shared
through television and online
platforms such as YouTube
Video creation and recording is
openly available to you through
Cable 14 but must be paid for
by your department or project
Video is the fastest growing
method of information – the
brain interprets images much
more quickly than it does text
Capability to access is video
through mobiles has made it
even more effective
Our team at Cable 14 is
creative and highly experienced
Can be used in multiple areas
and reach several stakeholder
groups at once
Many people will take the time
to watch rather than read
Provides opportunity for
positive media coverage at
ground breakings and other
significant events
Difficult to gauge impact
on audience
Needs several layers of
involvement and planning
Cable 14 is available but their
schedule often fills quickly,
be sure to reach out well in
advance if you plan to use
their services
Community Facilitators
Use qualified individuals in
local community organizations
to conduct project outreach
Define roles, responsibilities,
and limitations up front
Select and train facilitators
carefully
Promotes community-based
involvement and co-creation
Capitalizes on existing
networks and relationships
Enhances project credibility
Can be difficult to control
information flow
Extra effort is needed to
maintain expectations
Interviews
One-to-one meetings
with stakeholders to gain
information for developing or
refining public participation
and consensus-building
programs
Conduct in person when
possible, particularly useful
when considering candidates
for committees
Plan your questions well
Provide in-depth and
personalized information in a
non-threatening environment
Build deeper relationships and
gives interviewees a sense of
empowerment
Can be time consuming and
difficult to schedule multiple
interviews
Extra efforts needed to
accurately record conversations
and thoughts
Charrettes
Intensive session where
participants design project
features
Best used to foster creative
ideas
Be clear about how results will
be used
Promotes co-creation and
problem solving
Opportunity for innovation and
pilot projects
Participants may not be seen
as representative by larger
public — don’t assume their
opinion is representative of
entire group
Expert Panels
Public meeting designed in
“Meet the Press” format
Panel of media or
communications staff
interviews experts from
different perspectives
Can be conducted by a neutral
moderator and include the
option for the community to
submit questions beforehand
Agree on ground rules
beforehand
Be clear about the topics that
will be discussed
Choose your “experts” wisely
– Can they answer a variety of
questions? Are they comfortable
with public speaking?
Be sure questions are unbiased
and include difficult topics
Encourages education to
a diverse audience and
potentially the media that will
cover the story
Presents opportunity
for balanced discussion
of key issues
Provides opportunity to display
the facts, showcase the
complexities of an issue, and
dispel scientific misinformation
Requires substantial
preparation and organization
May enhance public
concerns by increasing
visibility of issues
Success easily affected by
participating parties
Engagement Toolbox:
15 Participation Techniques
that have been heard. An issues summary and/
or frequently asked questions (FAQ) sheet may be
useful. Describe how input will be communicated
and presented to the decision makers. This is often
accomplished through staff reports or memos, but
other methods may be used as well.
Depending on the amount of public input received,
you may need to summarize it for decision makers
in a way that provides a succinct report while
preserving the intent of individual comments. General
categorization of individual comments is an effective
way to communicate results. If community groups
provide unified opinions, write a brief explanation
of the individuals who participated in forming that
opinion including the number of people who were
present. This will help decision makers gain an
understanding of the strength and representation of
a group’s opinion.
reassure community members that opinions will be
considered as decisions are made.
Second, determine how verbal input
will be recorded.
You may receive phone calls and attend meetings
where members of the public voice their opinions.
Generally, in government business, only items
in writing and verbal comments during formal
meetings and public hearings are considered
“official” but project managers are encouraged
to be flexible in receiving verbal input in addition
to those formal methods.
neighborhood organization fully represents all of the
interests of the community at large. You should practice
diversity when choosing tools and doing outreach.
Creating an External Timeline
A timeline is a valuable tool both for planning an
effective public engagement process and for educating
the public on the overall project process. Share the
timeline with the community early in the process to
avoid complaints about being “left out of the loop.”
Develop a one-page timeline for the public:
• Outline the “who, what, when, where, why, and
how” of the overall process.
• List dates related to formal decision-making
processes and deadlines related to the project.
• Work backward from target dates for final decisions
to determine how much time the public engagement
effort will require.
• Include brief descriptions of each item that can
be easily understood by the public.
• Define any technical terms or use alternative
simple, lay language.
• Share the draft timeline with other staff members
for feedback on the process and the clarity.
• Keep electronic versions of information up-to-
date and provide important changes in schedule
or issues.
• Include the timeline in the Public Engagement
Plan and, after the project is finished, the Public
Engagement Summary to be provided to City
Council (Samples of a project timeline and a Public
Engagement Summary are located in the Appendix
of this guide.)
7. Asking purposeful questions is an understated
art form. Facilitators are allowed an outside
perspective, which should be used to see who
ISN’T speaking and what’s NOT being said. Where
are the gaps in the conversation?
a. Consider: If the group is stuck on a seemingly
impossible resolution ask, “What would we
need to make that happen?” instead of telling
the group that isn’t an option.
b. Try: Empowering, open ended questions that
show you value their opinion, such as, “You
have a great deal of experience in XXX. What
do you think?”
c. Try: Summarizing thoughts and issues
by saying, “I’m hearing that the group is
concerned that …”
may be difficult for people with less education or
from another generation?
• Is there a history of mistrust or neglect?
• Is the event held in an ADA compliant location?
• Are informational sessions held at a variety of
times to accommodate people with alternative
work schedules?
• Would it be appropriate for children to accompany
a parent to the event if child care is an issue for a
single parent?
Should childcare be provided? The City is working
to create partnerships to assist with this. Contact
Annie Bierbower for details.
or included.
How to Create a List of Stakeholders:
Long-term, far-reaching effects
Multiple jurisdictions
Parties willing to meet, discuss
(vs. referendum, court, etc.)
Recommendation likely to be followed
by decision makers
MAY NOT BE BEST
OPTION WHEN …
Unclear or competing jurisdictions
Policy matters with unclear effects
Strong controversy or polarized parties
Public input will have no effect
Need for two-way dialogue
Intensive input will not satisfy need of public to
influence the decision
Time and/or budget constraints
Too expensive for amount of controversy
No negotiating room
Other groups or individuals may intercede to
invalidate any forthcoming proposals
Key parties unwilling to meet
POTENTIAL TOOLS
& TECHNIQUES
Fact sheets
- FAQs
Public comment (via web, in writing, hearings)
Newsletter
Media releases and events
Informal surveys
Presentations to civic groups, B&Cs, HOAs,
at Open Houses, etc.
Workshops, charrettes
Stakeholder meetings
Focus groups
Techniques from Inform and Consult
Citizen advisory committee
Participatory decision-making
Consensus-building
CITIZEN ROLE
Citizen Role: Residents engage to be informed and
to influence
Citizen Role: Residents engage to advocate and to
help frame issues
- Residents engage to understand technical
issues and how to effectively advocate
- Residents engage to help define problem and
find solutions
Citizen Role: Residents are collaborators
- Residents engage to identify different
stakeholder interests
- Residents engage to make informed decisions
and forge effective compromises
INFORM & CONSULT INVOLVE COLLABORATE
Adapted from IAP2
• Engagement strategy must be considered during
the initial stage of project planning.
• Input (if part of outreach) should be open during
the planning stages to allow it the chance to help
inform and/or influence decisions.
Public Engagement
is a Dialogue,
Not a Presentation
• The City and public both speak and listen
• Ideas are shared and discussed
• There is a flow of information, insights,
and opinions
• Additional resources are available and
conversation can continue
Getting Started
citynet.fcgov.com/cpio/projectmanagement.php