HomeMy WebLinkAboutCOUNCIL - AGENDA ITEM - 08/11/2020 - REIMAGINING COMMUNITY ENGAGEMENTDATE:
STAFF:
August 11, 2020
Amanda King, Communications/Public Involvement
Director
Leo Escalante, Specialist, Public Engagement
WORK SESSION ITEM
City Council
SUBJECT FOR DISCUSSION
Reimagining Community Engagement.
EXECUTIVE SUMMARY
The purpose of this item is to review the evolution of the City’s public engagement strategy, highlight
improvements, share areas of focus and tactics, and discuss future opportunities.
In 2019, Council identified “Reimagining Community Engagement” as a Council priority. Since 2012, the City has
developed a strategic framework for community involvement across the organization. City staff will review the
current approach to public engagement and the 2020 Workplan.
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 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. At its
retreat, Council noted that successful engagement includes communications that are clearly and accurately
understood by all and that policy decisions are informed by a representative and inclusive cross-section of
community opinion.
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 2016, City staff created the first Public Engagement Guide (Attachment 1) to serve as a playbook for how the
City engages the public while identifying key improvement opportunities. The updated Strategic Communications
Plan (Attachment 2) builds on this systematic approach to community engagement efforts while acknowledging
the need to adapt to allow for tailored engagement efforts to reach all populations.
Civic engagement behaviors are continually evolving. While community interest remains high, the way individuals
interact with government continues to change along with expectations. The City has continued to broaden its
engagement efforts, however recent feedback suggests that many in the community are suffering from
engagement fatigue. Additionally, the COVID-19 pandemic has brought about new challenges and opportunities.
CURRENT PRACTICES
Since identifying community engagement as a Council priority, staff has continued to research best practices
related to public engagement and analyzed past City outreach efforts. From these efforts, key findings were
identified:
August 11, 2020 Page 2
Overall
Community engagement and public 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 and implementing public engagement plans.
• Previous engagement efforts have lacked representation from historically underserved or marginalized
populations.
Opportunities
• The City has adopted and invested in a systematic framework to enable consistent engagement and is
fostering collaboration and alignment across the organization.
• A variety of online engagement tools have provided additional avenues to connect with the community and
solicit feedback.
• This work is closely connected to two other Council priorities: Equity & Inclusion and Reimagining Boards &
Commissions.
2020 Workplan
As a result of existing opportunities and challenges, the 2020 Workplan aims to foster inclusive engagement by
eliminating barriers and meeting people where they are by accomplishing the following goals:
1. Reinforce a consistent and aligned engagement approach.
2. Cultivate cultural competency.
3. Prioritize transparency, accessibility and representation.
4. Leverage data and technology.
IMPLEMENTATION
Overall, the above goals focus on improvement in the following areas:
• Capability and Effectiveness - Invest in training and best practices needed for staff to be successful and
foster a coordinated, organization-wide approach to public engagement.
• Deepen Relationships with Council, Staff and Community - Develop processes to assure mutual
understanding of expectations and opportunities for ongoing meaningful engagement to help inform policy
decisions.
• Inclusive Engagement - Apply an equity lens to ensure everyone has the opportunity and ability to
participate.
• Continuous Improvement - Continue to leverage online tools, metrics and data to enhance and adapt
efforts.
ATTACHMENTS
1. Public Engagement Guide (PDF)
2. Strategic Communications Plan (PDF)
3. Public Engagement Spectrum - Updated (PDF)
4. Seattle Cultural Competence Continuum (PDF)
5. Community Engagement Presentation (PDF)
1
PUBLIC
ENGAGEMENT
GUIDE
ATTACHMENT 1
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
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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!
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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.
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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
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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
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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
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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.
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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?
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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.
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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
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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
STRATEGIC
COMMUNICATIONS PLAN
A guide for how the City of Fort Collins
communicates internally, externally and
in an emergency or crisis
Rev. 7/19
19-21318
ATTACHMENT 2
2 STRATEGIC COMMUNICATIONS PLAN
CITY OF FORT COLLINS 3
Table of Contents
Introduction 5
About Fort Collins 6
Role of Communications 8
Public Engagement Spectrum 9
Current State 10
Communication Roles & Authority 11
SWOT Analysis 12
Tools of the Trade 14
Goals, Objectives, Strategies & Tactics 16
Internal Communication 16
External Communication 19
Crisis Communication 22
APPENDIX:
A. Communications Toolkit
B. Public Engagement Guide
C. Governing Policies, Guidelines
1. Brand
2. Social Media
3. Communicating With the Media
4. Public Notification & Involvement
D. Social Media Disclaimer
CITY OF FORT COLLINS 5
The City of Fort Collins’ mission is to provide
exceptional service for an exceptional community.
Strong communications and engagement are essential to
this mission and ensure residents, businesses and visitors
are connected to their local government and to each other.
An engaged and thriving community is well-informed,
enabled and encouraged to participate and equipped to
make informed decisions.
As Fort Collins continues to grow and change, the ways
in which the City interacts with the community also will
evolve. New technology has shifted how information is
shared, and an overabundance of information has created
both a challenge and an opportunity for local governments
to rise above the noise by embracing creativity and
innovation, soliciting candid feedback, sharing rich stories
and encouraging meaningful engagement.
This Strategic Communications Plan serves as a guide
for how the City of Fort Collins communicates internally,
externally and in an emergency or crisis. It enables
a consistent approach across the organization and
outlines opportunities for coordination, alignment and
continuous improvement. As we implement the plan, we
strive to build strong organizational relationships, inspire
improved collaboration, foster partnerships and deliver an
outstanding experience for our entire community.
Sincerely,
Amanda King
Communications and
Public Involvement Director
This plan was crafted in partnership with the Strategic Communication
Department at Texas Christian University as part of the Certified Public
Communicator program.
Introduction
6 STRATEGIC COMMUNICATIONS PLAN
About the City of Fort Collins
VISION
MISSION
VALUES
VISION:
To Provide World-Class
Municipal Services through
Operational Excellence and a
Culture of Innovation
MISSION:
Exceptional Service for an
Exceptional Community
VALUES:
Collaboration - Excellence
Integrity - Outstanding Service
Safety & Well-being - Stewardship
Defining Our Values:
Collaboration
We partner internally and externally and
believe that by working together we
achieve better results.
Excellence
We set high standards, explore creative
approaches to service delivery and
problem solving, and seek ways to
innovate and improve.
Integrity
We exemplify the highest standards of
ethical behavior. We treat others with
respect, and are honest, inclusive and
transparent.
Outstanding Service
We seek to understand our customer’s
diverse needs and explore ways to exceed
their expectations.
Safety & Well-being
We embody a culture of safety and wellness
and believe that life balance matters.
Stewardship
We are dedicated to protect and enhance
our organization and community’s social,
economic, and environmental resources.
CITY OF FORT COLLINS 7
Strategic Outcomes
The City has organized the community’s priorities within seven key outcome areas:
Neighborhood Livability and Social Health
Provide a high quality built environment, support quality, diverse neighborhoods
and foster the social health of residents
Culture and Recreation
Provide diverse cultural and recreational amenities
Economic Health
Promote a healthy, sustainable economy reflecting community values
Environmental Health
Promote, protect and enhance a healthy & sustainable environment
Safe Community
Provide a safe place to live, work, learn and play
Transportation
Provide for safe & reliable multi-modal travel to, from, and throughout the city
High Performing Government
Deliver an efficient, innovative, transparent, effective and collaborative
city government
8 STRATEGIC COMMUNICATIONS PLAN
Role of Communications
Communications Philosophy
In line with the City’s mission, vision and values, City communicators are committed to
transparent and inclusive information and engagement, the core tenants of which include:
• ACCURACY:
We share accurate information and correct ourselves when we haven’t.
• HONESTY:
We are truthful in our interactions with the community and each other.
• TIMELINESS:
We are proactive and communicate early and often.
• RESPONSIVENESS:
We are attentive to the questions and concerns of our community and quick to respond.
• DIVERSITY:
We leverage a wide range of tools and methods to share information and welcome
feedback from all the unique voices within our community.
• EQUITY:
We reduce barriers and meet people where they are.
• CONTINUOUS IMPROVEMENT:
We regularly evaluate and measure the effectiveness of our communications and adjust
to further enhance our work.
CITY OF FORT COLLINS 9
Public Engagement
The City of Fort Collins places a high value
on the involvement and engagement of our
residents and businesses. 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 has adopted the International
Association for Public Participation (IAP2)
model as the framework for how it will
engage the community. Communications
and engagement work in tandem and
in support of one another. It’s important
that IAP2 principles are considered
when designing any communication or
engagement campaign.
The backbone of this model is the public
engagement spectrum. This spectrum
outlines the roles, relationships and
responsibilities of both the City and
public and the corresponding methods of
communication or engagement required
based on the impact or perceived impact
to the community.
PUBLIC ENGAGEMENT
INCREASING IMPACT OR PERCEPTION OF IMPACT ON PUBLIC
SPECTRUM
INFORM
City of
Fort Collins
Community
(Residents
& Businesses)
CONSULT/INVOLVE COLLABORATE
INFORM CONSULT/INVOLVE COLLABORATE
PUBLIC ENGAGEMENT
RELATIONSHIP
E
M
P
O
E
M
P
O
PUBLIC ENGAGEMENT
INCREASING IMPACT OR PERCEPTION OF IMPACT ON PUBLIC
SPECTRUM
UNDERSTANDING THE SPECTRUM
PE1 PE2 PE3 PE4 PE5
Public engagement is not always a linear process and communicators should feel empowered to move between levels as needed.
INFORM
City of
Fort Collins
Community
(Residents
10 STRATEGIC COMMUNICATIONS PLAN
Current State
Organizational Structure
The City of Fort Collins employs a
hybrid centralized and decentralized
communications model. The
Communications & Public Involvement
Office serves as the centralized team. Other
departments with unique business needs
or private-sector marketing competition
may require embedded marketing or
communications staff. Regardless, the
City strives for an aligned and consistent
approach to community communications
and engagement.
DIRECTOR, COMMUNICATIONS
Amanda King
MANAGER, GRAPHIC DESIGN
(CREATIVE DIRECTOR)
MANAGER, VIDEO PRODUCTION
Lead Technician,
Graphic Design
Senior Specialist,
Communications
Specialist,
Communications
Specialist,
Communications
Senior Coordinator,
Communications
Senior Coordinator,
Communications
Business
Support III
Senior Coordinator,
Public Engagement
Lead Technician,
Video Production
Lead Technician,
Graphic Design
Lead Technician,
Video Production
Lead Technician,
Graphic Design
Lead Technician,
Video Production
Lead Technician,
Graphic Design
Lead Technician,
Video Production
Communications &
Public Involvement Structure
CITIZENS OF FORT COLLINS
CITY COUNCIL
CITY ATTORNEY
Carrie Daggett
Centralized communications through CPIO
Embedded PIO
or Communications Team
POLICE
CITY OF FORT COLLINS 11
Information is shared at many levels throughout the organization. It’s important to
understand what topics or messages should be shared by each level, and the
corresponding audience.
SPOKESPERSON MESSAGE DESIGN MESSAGE APPROVAL TOPICS AUDIENCES
Mayor/Council • Mayor/Council
• CPIO
• Other staff
subject matter
experts
• Mayor/Council • Ordinances,
resolutions &
policies
• Priorities & other
organizational
topics
• Official Council
direction/opinion
• Public
• Media
• Other Govt
entities
City Manager • City Manager
• CPIO
• Other staff
subject matter
experts
• City Manager • Council direction
• Policy &
procedural
updates
• Priorities & other
organizational
topics
• Community
topics
• Council
• Staff
• Public
• Media
• Other municipal
leaders
ELT • ELT
• CPIO/Embedded
Comms
• Other staff
subject matter
experts
• City Manager
• ELT
• Priorities & other
organizational
topics
• Policy &
procedural
• Council
• Staff
PIO’s/Other staff
subject matter
experts
12 STRATEGIC COMMUNICATIONS PLAN
SWOT Analysis
STRENGTHS
OPPORTUNITIES
• Centralized consistent brand
management & strong brand standards
and awareness
• Shared resources, strengths & talents
within centralized team
• Back-up/support and fewer silos within
centralized team
• Centralized team has high-level view of
all organizational priorities
• Embedded staff allows for subject
matter experts and custom focus,
prioritization and quicker response time
• Decentralized teams provide unique
perspectives and additional career
growth opportunities
• Collaboration and information sharing
across disciplines and within teams
• Dedicated and talented staff
(marketing, communications, graphics,
video and web)
• Robust external communication
and engagement
• Key internal communication tools
(intranet, newsletter, etc.)
• Strong social media presence/following
• Large network of crisis
communication support
• Educated, engaged and active
community audience (residents,
businesses and partner agencies)
• Team building and collaboration across
centralized and decentralized teams
• Regular crisis communications
training exercises
• Consolidate and coordinate surveys and
public engagement efforts
• Improve information sharing and
transparency within teams and across
the organization
• Share priorities
• Strategic storytelling/narrative focus
• Provide training and skill
building workshops
• Coordinate and align internal
communications
• Meet the community where they are
in person and online
• Leverage user generated
content to share the story of our
broader community
• Clearly identify roles, responsibilities
and authority of various
communications staff/teams
• Use a common process and work flow
• Network and learn from partner
agencies like PFA, PSD, CSU, etc.
CITY OF FORT COLLINS 13
WEAKNESSES
THREATS
• Decentralized teams can be siloed or
exhibit turf mentalities
• Lack of coordination, alignment
and collaboration
• Different levels of service, capacity
and budget
• Confusing, inefficient or
different processes
• Disjointed or inconsistent voice,
messaging & branding
• Lack of dedicated knowledge/focus
with centralized team –
divided attention
• Unclear roles and responsibilities
• Lack of central communications
authority
• Over-communication with
the community
• Reactive vs. proactive
• Inconsistent (or non-existent) crisis
communication plans
• Lack of prioritization
• Inconsistent and overabundant internal
communications
• Risk adverse
• Limited community diversity
• Emergencies or disasters we are
unprepared to respond to
• Crisis/controversy
• Lack of resources/capacity & changing
workforce (budget cuts, turnover, etc.)
• Politics or changes in elected/executive
leadership
• County, state and federal political
changes/climate
• Decline in civility or civic
engagement - apathy
• Not keeping up with new
technology/tools
• Survey fatigue
• Information overload
• Barriers to communicate or participate
(language, accessibility, etc.)
• Cyber security attacks
• Population changes
• Diminished trust in government
• Decline in traditional media outlets
14 STRATEGIC COMMUNICATIONS PLAN
PAID EARNED SOCIAL OWNED
• Print/digital
Advertising
• Videos
• OOH Advertising
(buses, benches,
shelters, banners,
billboards)
• Festivals & events
• Direct mail/post cards
• Utility bill inserts
• Print materials
(brochures,
rack cards,
• Posters, door
hangers)
• Signage
• Press Release/
media advisory
• Interviews
• In the City Column/
Op eds
• Stakeholder
presentations
• Festivals & events
• Features
• Press Conference
• Facebook, Twitter,
Instagram posts
• YouTube videos
• Nextdoor
• CityNews
• CityView
• FCGov.com
(webpages,
spotlights, events
calendar, etc.)
• OurCity
• Cable video
programming
• Live Stream video
programming
• Public meetings/
presentations
• Public hotlines/phone
• Information kiosks
• Apps (FC Parking,
Alexa, Transfort, etc.)
• Access Fort
Collins FAQs
• LETA notifications
• Council memos &
staff reports
• Newsletters/City
Manager’s Monthly
Report
• Open Data portal
• CityNet
• FortShorts/Dept.
CITY OF FORT COLLINS 15
PAID EARNED SOCIAL OWNED
• Focus Group • Editorial Board • Facebook groups
• Discussion forums
• OurCity platform
• Community
Issues Forum
• Stakeholder meetings
• Ballot initiatives • Takeovers
EMPOWER COLLABORATE
16 STRATEGIC COMMUNICATIONS PLAN
SA ONGOING 1-2 YEARS 3-5 YEARS
Audit all internal communications to review
format, platform, frequency & effectiveness
and identify opportunities to streamline,
combine and calendarize messages
Audit/Strategy Implementation
Create a shared internal messaging
calendar to organize and prioritize
regular updates
SA ONGOING 1-2 YEARS 3-5 YEARS
Develop approved department templates
to ensure consistent branding across all
internal communications
Goals, Objectives,
Strategies & Tactics
INTERNAL Communications Goal
To build a team of strong City ambassadors and foster an informed and engaged workforce
through an efficient, comprehensive and valued internal communication framework
(Strategic Plan Alignment: 7.4 Attract, retain, engage, develop and reward a diverse and
competitive workforce to meet the needs of the community now and in the future)
Coordinate & align internal communications across the organization
Objective I-1:
STRATEGY I-1A:
Streamline key employee messages (powerful not prolific)
STRATEGY I-1B:
Ensure unified brand standards are applied to all internal communications
TACTICS
TACTICS
TIMELINE
TIMELINE
CITY OF FORT COLLINS 17
SA ONGOING 1-2 YEARS 3-5 YEARS
Work with eGov to transition CityNet to
Word Press CMS
Revamp department content strategy and
best practices for CityNet
Develop employee engagement page that
provides various cross-functional teams/
committee opportunities and
other resources
SA ONGOING 1-2 YEARS 3-5 YEARS
Refresh City Manager communications
plan including (Vlog, Talk it Up sessions,
Issues & Answers)
Develop an ELT communications toolkit
with opportunities available (i.e., listening
sessions, video messages, etc.)
SA ONGOING 1-2 YEARS 3-5 YEARS
Work with IT on an education plan for
using OneDrive, SharePoint, Teams, etc.
Leverage new tools and technology to enhance employee communication and
engagement and improve efficiencies
Support and improve the flow of information up, down and through the organization
Objective I-2:
Objective I-3:
STRATEGY I-2A:
Make CityNet a robust and dynamic hub and source for organizational information
STRATEGY I-3A:
Revamp executive communication strategy
STRATEGY I-2B:
Support understanding & adoption of Office 365 tools for enhanced collaboration
TACTICS
TACTICS
TACTICS
TIMELINE
TIMELINE
TIMELINE
18 STRATEGIC COMMUNICATIONS PLAN
SA ONGOING 1-2 YEARS 3-5 YEARS
Create a manager’s toolkit for deploying
key information
Partner with HR LOD to identify
opportunities to include in management/
leadership curriculum
SA ONGOING 1-2 YEARS 3-5 YEARS
Effective Council communications
training series
Develop/expand Council
communications guide
PROGRAM OUTCOMES OUTPUT EFFICIENCY EFFECTIVENESS
CORE 34 scores:
• I am clear on my work priorities - i.e.,
what I need to achieve in the next
3-6 months
• Senior leaders of my Service Area
communicate honestly
• I have the materials, equipment and
information to do my work
Reduce number of
daily all staff emails
by 25%
Increase in CityNet
use by 25%
CORE 34 scores
Workforce metrics Completed audit/
toolkit and shared
calendar by Q4
2020
Increase adoption of
O365 tools by 30%
100% internal
branding
compliance
STRATEGY I-3B:
Enable and support better cascade of information
STRATEGY I-3C:
Support effective and consistent Council communications
INTERNAL COMMUNICATIONS
PERFORMANCE METRICS
TACTICS
TACTICS
TIMELINE
TIMELINE
CITY OF FORT COLLINS 19
SA ONGOING 1-2 YEARS 3-5 YEARS
Communication leads team (CLT)
meetings to share priorities, strategize and
align work
(Bi-Weekly)
Develop a shared communication and
event content calendar on SharePoint
Develop shared learning and training
opportunities for continuous growth and
improvement
Work with CLT
& HR/LOD to
evaluate options for
curriculum
Deploy basic
required training
& investigate
enhanced training
opportunities
SA ONGOING 1-2 YEARS 3-5 YEARS
Update and expand the City’s brand guide
and AP style guide
Draft in 2019, deploy
in 2020
Regular updates &
reminders
Develop a template and resource library
for all communicators including but not
limited to:
• Presentation & report templates
• Event planning guides & checklists
(Groundbreakings, ribbon cuttings,
awards, etc.)
Start building library
in 2019
Continued growth/
expansion of library
EXTERNAL Communications Goal
To develop and support policies, procedures, best practices and resources that enable staff
across the organization to communicate and engage effectively and consistently with all
corners of the community
(Strategic Plan Alignment: 7.3 Broaden methods of community engagement with additional
consideration to diverse backgrounds, languages and needs)
Ensure organizational alignment for both centralized and decentralized communications
and engagement teams
Objective E-1:
STRATEGY E-1A:
Foster improved coordination, transparency and best practices to promote effective and
consistent communications across departments and channels
STRATEGY E-1B:
Establish and reinforce City brand standards and policies
TACTICS
TACTICS
TIMELINE
TIMELINE
20 STRATEGIC COMMUNICATIONS PLAN
SA ONGOING 1-2 YEARS 3-5 YEARS
Identify team and establish work plan
Assign channels/tools
Develop owned media strategies as
local/regional media declines (be the
news source)
SA ONGOING 1-2 YEARS 3-5 YEARS
Work with eGov team to audit, update and
improve FCgov.com
Bootstrap 4 (mobile
first UX) upgrade
Press Release CMS
upgrade
Council Dashboard
application
Social Media strategy – cross promotions &
best practices
Use video – 360, drone, etc.
Audit, align and streamline eNewsletters
SA ONGOING 1-2 YEARS 3-5 YEARS
Establish best practices & training for
working with the media like:
• when/how to respond
• when to issue a press release, media
advisory or statement
• how to conduct a press conference
Develop best
practices and
training curriculum
Roll out training
Proactively connect with and build
relationships with local reporters
Support enhanced storytelling and a common voice across all departments and channels
to improve information sharing and meaningful engagement with the entire community
(reach, retention and response)
Objective E-2:
STRATEGY E-2A:
Develop an internal storytelling/editorial team(s) to guide and direct content strategy for
key community-wide communication channels
STRATEGY E-2B:
Leverage shared data, resources, tools & technology to reach all corners of community
STRATEGY E-2C:
Cultivate strong relationships with local, regional and national media
TACTICS
TACTICS
TACTICS
TIMELINE
TIMELINE
TIMELINE
CITY OF FORT COLLINS 21
SA ONGOING 1-2 YEARS 3-5 YEARS
Regular training and certification
opportunities for staff
Update Public Engagement spectrum and
guide & educate community around our
process
Spectrum & PE
guide update in
2019/2020
Community
education/training
after update
SA ONGOING 1-2 YEARS 3-5 YEARS
Identify and promote training
opportunities for inclusive communications
to diverse audiences
Develop best practices for using informal
and formal cultural broker partnerships
Identify formal/
informal partners
and begin building
best practices
Develop long term
framework
SA ONGOING 1-2 YEARS 3-5 YEARS
Work with Title VI partners and Language
Access Plan to determine what must,
should and can be translated, and develop
best practices for non-required translation
Develop translation guide and FAQ
Ensure written and digital materials meet
ADA requirements:
• Launch SiteImprove platform
• Begin closed captioning for cable
broadcast & online video
Establish a translation bank with local and
regional partners
Foster inclusive engagement by reducing barriers and meeting people where they are
Objective E-3:
STRATEGY E-3A:
Leverage IAP2 principles to inform, listen & respond to the community
STRATEGY E-3B:
Cultivate cultural competency
STRATEGY E-3C:
Prioritize accessibility in communications by leveraging opportunities to reach diverse
audiences and unique learning styles
TACTICS
TACTICS
TACTICS
TIMELINE
TIMELINE
TIMELINE
22 STRATEGIC COMMUNICATIONS PLAN
PROGRAM OUTCOMES OUTPUT EFFICIENCY EFFECTIVENESS
Community/NBS Survey trend – “City
does a good job and informing residents &
businesses”
95% CLT meeting
attendance &
calendar use
100% Brand
compliance
Improved
Community/NBS
survey response
rate/ratings
Community/NBS Survey trend – “City does
a good job welcoming resident/business
involvement”
Reduced Site
Improve page errors
Diverse in-person/
online engagement
Community/NBS Survey trend – “City
does a good job listening to residents/
businesses”
EXTERNAL COMMUNICATIONS
PERFORMANCE METRICS
SA ONGOING 1-2 YEARS 3-5 YEARS
Outline types of crisis/emergencies, roles
and response requirements
Collect & update emergency contact
information & formalize/align on-call
process for response & recovery
CRISIS Communications Goal
To be the first and most reliable source of information in a crisis, during risk management,
or whatever timely communication is needed to ensure public safety and to protect the
organization’s reputation
(Strategic Plan Alignment: 5.1 Improve community involvement, education and regional
partnerships to increase the level of public trust and keep the community safe)
Ensure the City has a clearly articulated and current emergency communications plan
Objective C-1:
STRATEGY C-1A:
Work with OEM to update, align and share Citywide emergency communications plan
TACTICS
TIMELINE
CITY OF FORT COLLINS 23
SA ONGOING 1-2 YEARS 3-5 YEARS
Identify potential situations, roles/
responsibilities, standard processes,
sample messages and best practices
Develop ‘go kits’ for each role
SA ONGOING 1-2 YEARS 3-5 YEARS
Education and outreach on the updated
plan & how each department fits into the
plan (roadshows, webinars, etc.)
SA ONGOING 1-2 YEARS 3-5 YEARS
Quarterly training opportunities/exercises
(tabletop, larger scale, LETA911)
NIMS/FEMA/DHS training compliance
Maintain regional PIO contact list and
ensure regular networking/learning
opportunities
Ensure all departments are resourced and prepared to manage/support Citywide or
smaller scale crisis/emergency communications consistently
Objective C-2:
STRATEGY C-2A:
Develop a common SOP template that can be modified by each department to use in their
own smaller scale crisis/emergencies
STRATEGY C-1B:
Ensure all departments have and understand the Citywide emergency
communications plan
STRATEGY C-2B:
Ensure staff is ready to respond through regular training and learning opportunities
TACTICS
TACTICS
TACTICS
TIMELINE
TIMELINE
TIMELINE
24 STRATEGIC COMMUNICATIONS PLAN
SA ONGOING 1-2 YEARS 3-5 YEARS
Align, deploy and market LETA 911 alerts
and notification options
Leverage website & social media alerts
& notifications
Regularly test cable override system
SA ONGOING 1-2 YEARS 3-5 YEARS
Proactively create a Spanish language
library of common emergency messages
Cultivate an email, social media or
SMS subscription for Spanish
speaking residents
Develop mini-communication plan
with service providers for reaching
those experiencing homelessness
Ensure the community, media and other agency partners are well informed and prepared
to respond to crisis/emergency
Objective C-3:
STRATEGY C-3A:
Leverage all tools & technology to ensure the community gets timely and accurate updates
STRATEGY C-3B:
Identify alternative communication methods/tools for underrepresented parts of
the community including non-English speaking residents/businesses or those
experiencing homelessness
TACTICS
TACTICS
TIMELINE
TIMELINE
PROGRAM OUTCOMES OUTPUT EFFICIENCY EFFECTIVENESS
Community survey: Emergency
preparedness (services that prepare the
community for natural disasters or other
emergency situations)
Updated approved
plan completed
w/ OEM
Plan is shared with
all City leaders
# of staff trained
with NIMS/other
basic training
Community survey: Disaster response and
restoration of services
# Trainings offered
each year
CRISIS COMMUNICATIONS PERFORMANCE METRICS
PUBLIC ENGAGEMENT
INCREASING IMPACT OR PERCEPTION OF IMPACT ON PUBLIC
citynet/fcgov.com/cpio/files/PublicEngagementGuide.pdf 19-20984
SPECTRUM
UNDERSTANDING THE SPECTRUM
PUBLIC ENGAGEMENT GUIDE
INFORM CONSULT/INVOLVE COLLABORATE EMPOWER
Purpose Provide balanced and
objective information to
keep the public aware
and build understanding
Public engagement is not always a linear process and communicators should feel empowered to move between levels as needed.
*Recommended tool for business engagement
Refer to the City's Public Engagement Guide for more information about each of the engagement tools and techniques.
This publication o ers full descriptions of each tool and technique and their strengths and weaknesses.
Obtain responses and
feedback from the public
on options, decisions and
resources
Work with the public
throughout process to
ensure an understanding
of public concerns,
needs, aspirations
and ideas
Partner with the public
throughout the process
to cocreate alternatives
and design solutions
Place final decision
making in the hands of
the public
Tools and
Techniques
Example Projects
and Outreach
• Fact Sheet or Briefing
• Expert Panel or Forum
• Newsletter
• Press Release
• Videos & Bulletins
(FCTV)
• Response Summaries
• Informational Mailers
• Simple Surveys
• FAQs
• Social Media Posts
• Open House
or Event Fair
• Tours and Field Trips
• Complex Surveys
(questions around
alternatives and
guaging public opinion)
• Social Media
Engagement (reactions,
comments, etc.)
• Question and
Answer Panels
• Informal Polls
CULTURAL COMPETENCE CONTINUUM
Adapted from: Cross. T.L., Bazron, B.J., Dennis, K.W., & Isaacs, M.R. (1989). Towards a culturally competent system of care volume 1:A monograph on effective
services for minority children who are severely emotionally disturbed. Washington D.C. CASSP Technical Assistance Center, Georgetown University Child Development
Center.
Copyright 2004-2009 REACH OUT * www.reachoutfornewfutures.org All Rights Reserved.
Reproduced with Permission for the The City of Seattle Office of Civil Rights Until December 201
STAGE
CULTURAL
DESTRUCTIVENESS
Where people actively
belittle other cultures
CULTURAL
INCAPACITY
Where people show
no interest in or
appreciation of
other cultures
CULTURAL
BLINDNESS
Where people treat all
cultures as if they
were the same
CULTURAL
PRE-COMPETENCE
Where people have
acceptance and
respect for difference,
and continue self-
assessment
CULTURAL
COMPETENCE
Where people
unconsciously hold
culture in high
esteem, and use this
to guide their
lives/work
ASSUMPTIONS
Forced assimilation
Rights and privileges
for only dominant
group
“We deserve this”
“This is the ONLY and RIGHT
way”
Lower
expectations
Maintain
stereo-types
“People choose not to
be a part of the
process” “This is just
the way we do it here”
Differences
ignored “treat
everyone the
same”
Need/Problem
based
“I don’t see color, we are
8/11/2020
Reimagining Community Engagement
Amanda King and Leo Escalante
ATTACHMENT 5
Reimagine Community Engagement
• Evolution of public engagement
• Highlight improvements
• Share areas of focus & tactics for 2020 including a few
examples
• Continuous improvement in light of COVID-19
• Questions & discussion
3
• What questions/feedback do Councilmembers
have regarding the overall direction of the City’s
Public Engagement strategy?
• Are there other ways Councilmembers would like
to be informed of or involved in Community
Engagement?
Questions
4
Reimagine Community Engagement
• Ongoing City Council Priority
5
Reimagine Community Engagement
Equity &
Inclusion
Reimagining
Boards &
Commissions
Reimagining
Community
Engagement
Connects with other Council Priorities
6
Reimagine Community Engagement
Strategic Alignment
(2018) 7.3 - Broaden
methods of community
engagement with additional
consideration to diverse
backgrounds, languages
and needs
(2020) 7.3 - Improve
effectiveness of
community engagement
with enhanced inclusion
of all identities,
languages and needs
7
What is Public Engagement?
Public engagement is a process that brings people together
to address issues of common importance, to solve shared
problems, and to bring about positive social change.
Source: Public Agenda
.
Public engagement is a process that brings people together
to address issues of common importance, to solve shared
problems, and to bring about positive social change.
Source: Public Agenda
8
Reimagine Community Engagement
Evolution of Public Engagement
• One-way
communication
• Meetings &
open houses
• Surveys & polls
• Website
• 1st
strategic
plan
• Public
engagement
spectrum
• IAP2
framework
• Public
Engagement
Guide
• Social Media
• Center for Public
Deliberation
• Hard to reach
populations
• Dynamic tools &
technology
• Leverage
internal/external
resources
• Data & metrics
• Continuous
improvement
• Organizational
alignment
• Engagement
fatigue
• Historically
underserved or
marginalized
communities
• Cultural brokers
• Meaningful
ongoing
relationships
Traditional Broaden &
Co-Creation
Systems
Integration
Deepen
Representation
9
Reimagine Community Engagement
Consistent
Approach &
Organizational
Alignment
Cultivate Cultural
Competency
Transparency,
Accessibility and
Representation
Leverage
Technology and
Data
IAP2 training Equity & Inclusion
alignment
Language access &
resources
Online & alternative
platforms
Public Engagement
Spectrum & Guide
Cultural brokers Accessible content
& materials
Shared data sets
Public Engagement
Collaboration Team
Community experts Reduce barriers and
explore incentives
Performance
measures
2020 Workplan
Embedding Equity, Diversity, and Inclusion 10
• Recognize individual and cultural
differences
• Develop public engagement
approaches tailored to different
segments of our community
• Target community has a role and
application
Reimagine Community Engagement
11
Public Engagement Spectrum
12
Public Engagement Spectrum
Embedding Equity, Diversity, and Inclusion 13
Reimagine Community Engagement
Business
Engagement
Business
Engagement
14
Reimagine Community Engagement
COVID-19 Impacts
Gathering Restrictions
• Limited in-
person
engagement
• Online
engagement
tools
• Limited in-
person
engagement
• Online
engagement
tools
Public Health & Economic
Conditions
• Capacity &
ability to
engage
• Shift in
values or
priorities
• Capacity &
ability to
engage
• Shift in
values or
priorities
Budget/Resources
• 2020 cuts
• 2021
ongoing
expense
reductions
• 2020 cuts
• 2021
ongoing
expense
reductions
15
• What questions/feedback do Councilmembers
have regarding the overall direction of the City’s
Public Engagement strategy?
• Are there other ways Councilmembers would like
to be informed of or involved in Community
Engagement?
Questions
all just the same”
“just give me a checklist”
Seeks
advice/consultat
ion
Identifies what
they are NOT
capable of doing
“Let’s just hire an
expert”
“Teach Me Phase”
Recognizes
individual and
cultural
difference
Develops new
approaches
“Let’s work together to
truly empower
communities”
POWER DYNAMICS
Access and power are
only given to a privilege
group other members
are purposely excluded
Education is still
designed for
privilege group
and no
accommodation is
made t try to
include other
groups
No
acknowledgement
of power
differences
(institutional racism,
classism, immigrant
or refugee
experience, etc.)
power is still held by
dominant group
Power differences
are acknowledged,
with some
understanding but
reliance on others
(“experts”)
Target community
has a role (real
power) in
education design
and application
EXAMPLES
Exclusive Public
Meetings
“English Only”
Approach
Traditional
“Town Hall”
model
The
“Bootstrap”
Mentality
Translated
Newsletters
Multicultural
Festivals
Consult with or
hire (one)
member of an
ethnic community
Special (one time)
Programs
Native American
Art and
Storytelling
(target
population
designs process,
holds real
power)
Trusted
Advocate Model
(power sharing)
ATTACHMENT 4
• Small Group
Discussions
• World Cafes
• Stakeholder Meetings
• Focus Groups
• Scenario Discussions
• Interviews
• Speed Dating
(timed & focused
rotating discussions
with project leaders)
• OurCity Platform
• Brainstorming Activities
• Charettes
• Resident and Technical
Advisory Groups
• Consensus Building
• Boards and
Commisions
• Community Facilitators
• Resident Juries
• Co ee Klatches
• Study Circles
• OurCity Platform
• Business
Listening Sessions
• Elections
• Emergency
communications
• Weather and snow
removal
• Public safety updates
• Marketing
• Nearly finished plans
• Capital projects
restricted by
zoning laws
• Program and
project assesments
• Neighborhood updates
• Open comment at
Council meetings
• Policy or
ordinance changes
• Developing
comprehensive plans
• Designing
neighborhood parks
• Policy or
ordinance changes
INFORM
City of
Fort Collins
Community
(Residents
& Businesses)
CONSULT/INVOLVE COLLABORATE
INFORM CONSULT/INVOLVE COLLABORATE
PUBLIC ENGAGEMENT
RELATIONSHIP
E
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P
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P
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ATTACHMENT 3
Newsletters
• City Manager’s
Video Blog
• Citywide email
(requires CPIO
review/approval)
• Telephone Town Hall
• Scientific Surveys
• Festivals & events
• Press Conference
• Stakeholder
presentations
• CORE 34
• Festivals & events
• Quick polls
• Posted questions/
voting
• FB Live/ Twitter Chats
• Nextdoor
• OurCity
• Online/Opt-in surveys
• Open Houses/
Workshops/
Charrettes
• Listening sessions/
Coffee Chats
• Ask me anything/
panels
• B&C Super issues
• CityWorks 101 &
Alumni Forums
• Summer in the City
• Public comment
• Access Fort Collins
• Lunch n’ Learns
• Talk it up Sessions
• Wellness classes or
presentations
• Employee forums
CONSULT/INVOLVE INFORM
Tools of the Trade
• Internal Only
• Two-Way Communications
• Update and enforce brand standards
across the organization
• ELT
• CPIO/Embedded
Comms
• Other staff
subject matter
experts
• ELT
• CPIO/Embedded
Comms
• Other staff
subject matter
experts
• Public
information
• Operational
updates
• Education
• Council
• Public
• Media
• Staff
Communication Roles & Authority
SERVICES
Jeffrey Swoboda
ADMINISTRATION
COMMUNITY
SERVICES
SUSTAINABILITY
SERVICES
PLANNING,
DEVELOPMENT &
TRANSPORTATION
PDT
ADMINISTRATION
UTILITY
SERVICES
INFORMATION
& EMPLOYEE
SERVICES
ACCOUNTING
& TREASURY
CULTURAL
SERVICES
ECONOMIC
HEALTH
OFFICE
COMMUNITY
DEVELOPMENT &
NEIGHBORHOOD
SERVICES
STREETS
ENGINEERING
TRANSFORT/
PARKING
SERVICES
WATER
RESOURCES
& TREATMENT
OPERATIONS
OPERATION
SERVICES
INVESTIGATIONS BUDGET
RECREATION
ENVIRONMENTAL
SERVICES WATER
ENGINEERING &
FIELD SERVICES
OPERATIONS
WATER YIELD
OPERATIONS
CUSTOMER
CONNECTIONS
LIGHT & POWER
OPERATIONS
ELECTRIC FIELD
SERVICES
UTILITY
STRATEGIC
FINANCE
INFORMATION
TECHNOLOGY
HUMAN
RESOURCES
REVENUE
PARKS
FC MOVES
TRAFFIC
PURCHASING
NATURAL
AREAS
SAFETY,
SECURITY & RISK
MANAGEMENT
PARK
PLANNING &
DEVELOPMENT
SOCIAL
SUSTAINABILITY
COMMUNICATIONS
& PUBLIC
INVOLVEMENT
FINANCIAL
PLANNING &
ANALYSIS
CITY GIVE
PATROL
COMMUNITY
& SPECIAL
SERVICES
INFORMATION
SERVICES
FINANCIAL
SERVICES
Mike Beckstead
BROADBAND
Colman Keane, Jr.
SENIOR
ASSISTANT
CITY MANAGER
Kelly DiMartino
OFFICE OF
EMERGENCY
MANAGEMENT
Jim Byrne
CITY MANAGER
Darin Atteberry
CHIEF JUDGE
Kathleen Lane
DEPUTY
CITY MANAGER
Jeff Mihelich
BOARDS & COMMISSIONS
Wade Troxell - Mayor
Kristin Stephens - District 4
(Mayor Pro Tem)
Susan Gutowsky - District 1
Julie Pignataro - District 2
Ken Summers - District 3
Ross Cunniff - District 5
Emily Gorgol - District 6
& Businesses)
CONSULT/INVOLVE COLLABORATE
INFORM CONSULT/INVOLVE COLLABORATE
PUBLIC ENGAGEMENT
RELATIONSHIP
E
M
P
O
W
E
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E
M
P
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W
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PUBLIC ENGAGEMENT
INCREASING IMPACT OR PERCEPTION OF IMPACT ON PUBLIC
SPECTRUM
UNDERSTANDING THE SPECTRUM
PE1 PE2 PE3 PE4 PE5
Public engagement is not always a linear process and communicators should feel empowered to move between levels as needed.
INFORM
City of
Fort Collins
Community
(Residents
& Businesses)
CONSULT/INVOLVE COLLABORATE
INFORM CONSULT/INVOLVE COLLABORATE
PUBLIC ENGAGEMENT
RELATIONSHIP
E
M
P
O
W
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P
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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