communication & engagement strategy

COMMUNICATION & ENGAGEMENT STRATEGY

District of Lillooet

OCP Update

LILLOOET OCP UPDATE | Communications & Engagement Strategy 2

TABLE OF CONTENTS

WHY WE ARE ENGAGING 1CONTEXT ............................................................................................................................................................... 1KEY INSIGHTS FOR ENGAGEMENT ................................................................................................................... 2PURPOSE & OBJECTIVES OF ENGAGEMENT .................................................................................................. 2THE COVID-19 CONTEXT ................................................................................................................................... 3

WHAT WE ARE ENGAGING ON 4LEVEL OF ENGAGEMENT .................................................................................................................................... 4

WHO WE ARE ENGAGING WITH 5TARGET AUDIENCES ........................................................................................................................................... 5

HOW WE ARE ENGAGING 7PHASE 1 – PROJECT INITIATION & BACKGROUND REVIEW ....................................................................... 7PHASE 2 – EXPLORE OPTIONS .......................................................................................................................... 7PHASE 3 – DRAFT THE PLANS ........................................................................................................................... 9PHASE 4 – FINALIZE THE PLAN ...................................................................................................................... 10

HOW WE WILL COMMUNICATE 11BRANDING ......................................................................................................................................................... 11KEY MESSAGES ................................................................................................................................................. 11COMMUNICATION TACTICS ........................................................................................................................... 12


WHY WE ARE ENGAGING

CONTEXT

Lillooet’s current Official Community Plan was adopted in 2009, with the Regional Growth Strategy adopted in 2008 and updated in 2019. Since 2008, there have been significant changes in Lillooet’s context – in the current Official Community Plan, the Olympics are yet to occur, climate change is not mentioned, and nearby communities such as Whistler had yet to experience the growth pressures that exist today. It is within this evolving context that a new Official Community Plan is needed.

Exactly how the Lillooet vision will be expressed must emerge through a rich community dialogue during the Official Community Plan planning and engagement process, but we know it must address a range of integrated topics to guide the future sustainability of the District, including economic development, walkability, green infrastructure, housing, collaboration with St’át’imc communities, and other related topics.

An updated Official Community Plan will define this vision and ensure the development of clear goals, objectives and policies that can set the direction for Lillooet’s future and steer the community on a course that builds on its spectacular and rugged scenery, wildlife, and history and takes advantage of emerging opportunities. The update will address a range of challenges the community is facing, including:

1. Health and prosperity of the local economy; 2. Housing attainability and affordability; 3. Long term resiliency and sustainability of the District and community; 4. Location and form of development; 5. Engagement and building relationships with St’át’imc communities; 6. Climate adaptation and mitigation; 7. Transportation, including walking, rolling, and cycling; and 8. The post-COVID context.

The Official Community Plan update process will embrace a “made in Lillooet” approach and the Official Community Plan will emerge through rich community dialogue. The District of Lillooet is looking forward to robust public conversations with many opportunities for the community to provide input. This document outlines our process for those conversations.


KEY INSIGHTS FOR ENGAGEMENT

Insights from preliminary workshops and conversations with key staff and Council have helped frame our overall strategy, which includes the need to:

• Engage the diversity of people who live in the area to build shared understanding and awareness and to gather meaningful and representative input;

• Use multiple methods of engagement, with adequate periods of time for people to engage, especially online;

• Incorporate education components to build understanding of what an OCP is and isn’t; • Build relationships and trust with the community, and strong buy-in into the OCP; • Include collaboration with the St’át’imc communities Xwísten, Sekw’el’was, Ts’kw’aylaxw,

Tsal’alh, Xaxli’p, and T’it’q’et; • Incorporate perspectives of residents outside of Lillooet who use Lillooet as a service centre; • Have a conversation on location of development and long-term financial sustainability of the

District; • Accurately capture and articulate residents’ vision for Lillooet and encourage the development

of that vision; and • Be safe and undertake COVID precautions.

PURPOSE & OBJECTIVES OF ENGAGEMENT

In early 2021 the District of Lillooet would like to adopt a new Official Community Plan. Public engagement is a crucial component to help us understand the community’s existing and desired future needs, aspirations, and vision, and to learn what residents and stakeholders value about their community.

OBJECTIVES

AWARENESS & UNDERSTANDING

• Raise broad awareness of the planning process, what an Official Community Plan is, and why it is being reviewed and updated.

• Provide clear information about key issues and opportunities. • Build a shared understanding of what the OCP will look like ‘on the ground’.

OPPORTUNITY & INPUT

• Provide a range of meaningful engagement opportunities for the public to learn about the project, share input, and dialogue around key issues.

• Gather meaningful ideas and input from a diverse range of community members and stakeholders to inform the OCP update.

PROCESS & ACCOUNTABILITY

• Document our process with clear and transparent information about what we did, who participated, what we heard through engagement activities and how input was used to influence the OCP update.

• Adapt the engagement process to COVID-19.

OUTPUTS

• Engagement summary within the Phase 2 Key Directions Report • Summary Report of the Phase 3 engagement.


THE COVID-19 CONTEXT

Due to the rapid spread and global, national, local impacts of COVID-19, we are all living in unprecedented times, with evolving fears, risks and changes that will greatly influence our efforts to engage with the public and stakeholders. This is true not only because there may be physical distancing measures still in place during our engagement window, but because of the anxiety that might prevent individuals participating in-person for quite some time.

Digital engagement can play a key role in allowing us to continue to engage on important initiatives during and after the crisis. However, when considering digital engagement during this time we need to be sensitive to the digital divide, and how digital engagement might amplify existing inequality.

In light of these challenges (and others), these principles will guide our work in this time:

• Assess and be sensitive to the state of mind and competing priorities that may impact a person’s ability to participate. For some time, many people will be focused on resolving present challenges (such as parenting, schooling, elder care, financial issues, keeping businesses open, adapting their jobs, etc.) so we may experience lower participation rates.

• Explore the use of various alternatives to in-person engagement (i.e., online, by mail, physically distanced, etc.) to access different audiences and supplement traditional in-person engagement. While in-person engagement will take place (adapted to enable physical distancing and COVID protocols), not everyone will feel safe engaging in-person. In addition, not everyone has equal access to digital platforms/tools/channels. Many may not have the technology nor sufficient internet bandwidth capacity to fully or easily participate; others may not have adequate digital literacy to feel comfortable engaging online; others still may need special technology to accommodate their visual, aural or processing needs.

• Create safe spaces. The shift to online engagement creates greater potential for discrimination in online dialogue, leading to individuals feeling more unsafe and less willing to participate. We will ensure safe spaces by establishing clear ground rules. As required, we will ensure active and present facilitation of online spaces, such as forums and online workshops (if required).

This draft Communications and Engagement Strategy (CES) identifies where engagement activities may be modified to provide alternatives that are adapted to COVID physical distancing and other protocols. As the requirements evolve, this Strategy can be adapted to those requirements.


WHAT WE ARE ENGAGING ON

LEVEL OF ENGAGEMENT

The International Association of Public Participation’s (IAP2) Spectrum of Participation recognizes that not every project requires the same level of engagement. To ensure an authentic and transparent process it is important to be clear about our ‘promise to the public’ about what we are engaging on, how we are engaging, and how people’s input will be used to influence the process.

The engagement process will utilize approaches from across the spectrum, allowing for broad or deep engagement depending on the needs of each stage of the project and participants desires for involvement. In some cases, we will simply inform participants about the project and opportunities to get involved, while at other times we will offer opportunities to be more deeply involved, provide feedback and get involved in discussions.


It is also important to recognize that public and stakeholder engagement is one of several streams of influence on the project. The OCP update is also influenced by technical design considerations and Council and Staff direction.

Together, these various inputs must be woven together to create the best possible plan. It’s important for the public and stakeholders to be aware of the various channels through which feedback is collected and how that feedback works within the context of a broader process.

Weaving the inputs together and finding consensus across the diversity of ideas and comments, the planning team will directly reflect these concerns and aspirations in the draft and refined plan, which will also include a summary of how public input influenced the plan and decisions.

WHO WE ARE ENGAGING WITH

This process will seek to involve a broad range of community members and stakeholders to ensure a diversity of views and interests representing the diversity of the community are represented. The District will also use this process to build relationships with and work towards collaboration with the St’át’imc communities of Xwísten, Sekw'el'was, Ts’kw’aylaxw First Nation, Tsal’alh First Nation, Xaxli’p First Nation, and T’it’q’et.

TARGET AUDIENCES

EXTERNAL STAKEHOLDERS AND COLLABORATORS

External stakeholders & collaborators are defined here as individuals, groups, or representatives of organizations (including other government agencies, business interests, and community groups, and specific subsets of the public such as residents). To help determine how we will communicate and engage different groups, District of Lillooet staff participated in a ‘stakeholder mapping’ exercise where stakeholders were identified and organized into different categories.

The MODUS Engagement Weave


Low Impact / Interest High Impact / Interest H

igh

Influ

ence

Keep Informed

They should know what is going on and are updated on the process and opportunities to be involved. They may be groups that the District is required to refer the draft OCP to.

Collaborate

They are key people to collaborate with and engage with in person. They can use their networks to spread project and engagement information.

Low

Influ

ence

Monitor

They are people to share information with.

Keep Involved

They are people to involve through broad public engagement and ensure their interests and ways they are impacted are considered within the OCP update process.

FIRST NATIONS

The District of Lillooet is geographically located within the traditional territory of the St’át’imc communities of Sekw'el'was (Cayoose Creek Band), Xwísten (Bridge River Indian Band), T’it’q’et First Nation, Ts’kw’aylaxw First Nation (Pavilion Indian Band), Tsal’alh First Nation (Seton Lake Band) and Xaxli’p First Nation. As rights holders, a separate and parallel Council-to-Council engagement process will be undertaken with each First Nation community.

GENERAL COMMUNITY

The ‘general public’ also includes many different subsets of people and groups. These people and groups typically take extra efforts to reach as they require project teams to meet them where they are in the community, rather than inviting them to typical open house style evenings. The process will seek to reach a broad and diverse range of participants including:

• A range of age groups (youth, young adults, families, seniors) • People who live or work in the study area or nearby (residents, commuters, etc.) • People with mobility challenges (walkers, mobility scooters, wheelchairs, strollers) • Vulnerable or underserved populations (street entrenched / at-risk, Indigenous residents of

Lillooet, women and children, new immigrants and refugees, people with disabilities)


HOW WE ARE ENGAGING

This Communications and Engagement Strategy details the engagement activities that will be led by MODUS. District staff may also undertake additional targeted engagement opportunities throughout the project as opportunities and needs arise.

PHASE 1 – PROJECT INITIATION & BACKGROUND REVIEW

STAKEHOLDER INTERVIEWS (JULY-AUGUST 2020)

Summary: We will conduct interviews (or a simple survey) with key District staff and key external stakeholders. These interviews will draw out key opportunities and challenges for Lillooet, help inform key stakeholders about the project process, and build awareness about and trust in the project. This also helps to identify project champions and networks for the project contacts database.

• Date: July-August 2020 • Invited Stakeholders:

o Internal: § Fire Chief

o External: § Industries (potential investors) § Realtors § Developers § Service clubs (Lions, Elks, Legion) § Chamber of Commerce § Businesses and business owners § Residents

• Level of Engagement: “Involve” level associated with the IAP2 Spectrum engagement scale. • Outputs: List of contacts for future distribution of information, preliminary feedback on

opportunities and challenges for the OCP, information about key ways to communicate with and engage with their networks.

• Outcomes: Key stakeholders are engaged in the process from the beginning and have information on how they can stay involved throughout the process.

PHASE 2 – EXPLORE OPTIONS

COMMUNITY POPUPS (AUG-SEPT)

Summary: Project ambassadors (preferably youth, including First Nation youth) can host pop-up events throughout Lillooet and surrounding areas. This is a broad engagement technique in order to get a wide range of people aware and involved in the OCP process. The objectives of the pop-ups would be to increase community understanding of what an OCP is and isn’t, increase awareness of the OCP update process, gather residents’ and stakeholders’ visions for Lillooet, and gather input on key opportunities, challenges, and priorities for the future. Based on responses to Council-to-Council letters, these pop-ups may be held on neighbouring First Nation communities. We recommend at least one “pop-up” workshop using similar materials is held at Lillooet Secondary School.

• Date: August-September 2020 • Invited Stakeholders: Residents.


• Level of Engagement: “Consult” level associated with the IAP2 Spectrum engagement scale. • Outputs: List of contacts for future distribution of information, preliminary input on vision, and

key opportunities, challenges, and priorities for the future. • Outcomes: Residents are engaged in the process from the beginning and have information on

how they can stay involved throughout the process. • Success Target: 20 attendees per pop-up.

PUBLIC LAUNCH EVENT (AUG)

Summary: The public launch event will be a drop-in, open house style launch event. The objectives of the launch event are to increase community understanding of what an OCP is and isn’t, increase awareness of the OCP update process, gather residents’ and stakeholders’ visions for Lillooet, and gather input on key assets, opportunities, challenges, and priorities for the future. This event will be hosted outdoors (at the farmers market) with modified activities to minimize COVID risk.

We will work with District staff to determine the right questions, methodology and format for these events blended with our own experience. Our initial suggestions include a “Giant Walk-about Map” to ask about assets and opportunities in specific locations, a “Vision Tree”, and several informative display boards which may have interactive elements or a link to an online survey in order to minimize contact and allow physical distance.

• Date: August 2020 • Invited Stakeholders: Residents and key stakeholders. • Level of Engagement: “Consult” level associated with the IAP2 Spectrum engagement scale. • Outputs: List of contacts for future distribution of information, preliminary input on vision, and

key opportunities, challenges, and priorities for the future. • Outcomes: Residents are engaged in the process from the beginning and have information on

how they can stay involved throughout the process. • Success Target: 50 attendees.

ONLINE SURVEY (AUG-SEPT)

Summary: An online survey will be designed to gather feedback from the public on their vision and priorities for the future. It will be clear and succinct, and will take 5-10 minutes to complete while including open-ended questions for users who may have more detailed input to provide. The objectives of the survey are for a quick, easy, and accessible way to engage with a broad and diverse segment of the general public, raise awareness of the OCP update process, gather residents’ and stakeholders’ visions for Lillooet, and gather input on key assets, opportunities, challenges, and priorities for the future.

• Approximate Date: August-September 2020 • Invited Stakeholders: Public • Level of Engagement: “Consult” level of the IAP2 Spectrum engagement scale. • Outputs: Data and comments will be coded and summarized in a Key Directions Report. • Outcomes: Those who don’t tend to participate in planning projects will have a quick, easy, and

accessible way to voice their opinions on important matters that affect them. • Success Target: 75 survey takers

SELF-GUIDED WALKING/DRIVING TOUR (AUG-SEPT)

Summary: The objective of the walking/driving tour is to increase awareness of the OCP update process; be a fun, interactive, and low-barrier activity to get involved in the OCP update process; and gather place-specific feedback on assets, opportunities, challenges, and ideas. The walking tour will be self-


guided, with a map of key locations provided online, and opportunities to provide feedback and photos electronically or on paper. Youth could be a key target audience for this engagement activity.

• Approximate Date: August-September 2020 • Invited Stakeholders: Residents • Level of Engagement: “Consult” levels of the IAP2 Spectrum engagement scale. • Outputs: Comments and ideas will be summarized in a Key Directions Report. • Outcomes: Residents are engaged in the process from the beginning and have information on

how they can stay involved throughout the process. • Success Target: 15-25 participants

PHASE 3 – DRAFT THE PLANS

COMMUNITY POPUPS (JAN-FEB)

Summary: Project ambassadors (preferably youth, including First Nation youth) can host pop-up events throughout Lillooet and surrounding areas. This is a broad engagement technique in order to get a wide range of people aware and involved in the OCP process. The objectives of the pop-ups in Phase 3 would be to increase community understanding of the draft OCP to ensure a well-supported and implementable plan and to avoid future issues with growth and development that often occur due to lack of participation or understanding of higher-level policies or plans. Participants would be able to ask questions and would be directed to fill out the online survey.

In these final, technical phases of long-range plans, we make sure to use plain language and explain what key policies will mean for people in their daily lives. It is critical to build this understanding with residents to ensure a well-supported and implementable plan and to avoid future issues with growth and development that often occur due to lack of participation or understanding of higher-level policies or plans. We recommend a higher-level approach to gathering feedback in the final phase of the OCP update. This allows participants to engage in the way that suits them best – some choose to comment on the bigger picture (i.e. key goals or plan elements) while others want to dive into the details of specific policies or regulations.

Based on responses to Council-to-Council letters, these pop-ups may be held in neighbouring First Nation communities. We recommend at least one “pop-up” workshop using similar materials is held at Lillooet Secondary School.

We will work with the District and project ambassadors on contingency plans if COVID requires no gathering in indoor public places. This may include outdoor pop-ups (weather dependent), hosting virtual discussions, or helping with pop-up physical boards that do not require someone to be present.

• Date: January-February 2021 • Invited Stakeholders: Residents. • Level of Engagement: “Consult” level associated with the IAP2 Spectrum engagement scale. • Outputs: A summary report of the Phase 3 engagement will be written and will give a snapshot

of general satisfaction and level of agreement for the draft OCP. • Outcomes: Residents are engaged in the process from the beginning and have information on

how they can stay involved throughout the process. • Success Target: 20 attendees per pop-up.


ONLINE SURVEY (JAN-FEB)

Summary: An online survey will be designed to garner feedback from the public on the draft OCP. It will include the same information and questions as the pop-ups, and has the same objectives. It will be completable within 5-10 minutes.

• Approximate Date: January-February 2021 • Invited Stakeholders: Public • Level of Engagement: “Consult” level of the IAP2 Spectrum engagement scale. • Outputs: A summary report of the Phase 3 engagement will be written and will give a snapshot

of general satisfaction and level of agreement for the draft OCP. • Outcomes: Those who don’t tend to participate in planning projects will have a quick, easy, and

accessible way to voice their opinions on important matters that affect them. • Success Target: 200 survey takers

STAKEHOLDER WORKSHOPS (JAN)

Summary: The workshops (two) will be conducted as a deep-dive dialogue-based sessions that will bring together participants from key sectors to learn about and discuss the issues that matter most to them. Each workshop would occur over the course of a morning or afternoon. The objectives of these workshops are to collaborate with key stakeholders to bring them along in the process and build buy-in, and refine initial policy directions and options. If needed due to COVID restrictions, these workshops can be held virtually using Zoom.

• Approximate Date: January 2020 • Invited Stakeholders: Dependent on format selected, but may include:

o Local Business o Community Organizations o Resident groups o Developers, realtors, and land owners o Youth, including youth ambassadors

• Level of Engagement: “Involve” and “Collaborate” levels of the IAP2 Spectrum engagement scale.

• Outputs: Comments and ideas will be summarized in an Engagement Summary report. • Outcomes: Stakeholders will feel invested in the project, having contributed their ideas and

feedback in a detailed manner on the policy topics that will shape the draft OCP. Those who attended become champions of the process within their circle of influence.

• Success Target: 15-20 participants per workshop

PHASE 4 – FINALIZE THE PLAN

PUBLIC HEARING

Summary: This is final step of the process which will involve a public hearing in consideration of the OCP bylaw.

• Approximate Date: March 2021 • Invited Stakeholders: Public • Level of Engagement: This is a legal requirement as part of an OCP adoption process and

achieves a “Consult” level of engagement on the IAP2 spectrum.


HOW WE WILL COMMUNICATE

BRANDING

The project should have a recognizable brand and tagline for the engagement process to provide a recognizable family of templates and materials related to the process.

MODUS will create a brand that is complementary to the existing Lillooet “Guaranteed Rugged” branding for the District.

KEY MESSAGES

Key messages outline the critical elements of the project to ensure clear and consistent communications. Core points are outlined below. The following key messages will support project launch and may be updated as the project progresses:

An updated Official Community Plan will define this vision and ensure the development of clear goals, objectives and policies that can set the direction for Lillooet’s future and steer the community on a course that builds on its spectacular and rugged scenery, wildlife, and history and takes advantage of emerging opportunities. The update will address a range of challenges the community is facing, including:

1. Health and prosperity of the local economy; 2. Housing attainability and affordability; 3. Long term resiliency and sustainability of the District and community; 4. Location and form of development; 5. Engagement and building relationships with neighbouring First Nations; 6. Climate adaptation and mitigation; 7. Transportation, including walking, rolling, and cycling; and 8. The post-COVID context.

The Official Community Plan update process will embrace a “made in Lillooet” approach and the Official Community Plan will emerge through rich community dialogue. The District of Lillooet is looking forward to robust public conversations with many opportunities for the community to provide input. This document outlines our process for those conversations.

1. We are updating Lillooet’s Official Community Plan! a. The District of Lillooet Official Community Plan was last adopted in 2009. Since it was

adopted, there have been significant changes in Lillooet’s context. In the current Official Community Plan, the Olympics are yet to occur, climate change is not mentioned, and nearby communities such as Whistler had yet to experience the growth pressures that exist today. It is within this evolving context that a new Official Community Plan is needed.

b. The vision for Lillooet will emerge through a rich community dialogue. We know it must address:

i. Health and prosperity of the local economy; ii. Housing attainability and affordability;

iii. Long term resiliency and sustainability of the District and community; iv. Location and form of development;


v. Engagement and building relationships with neighbouring First Nations; vi. Climate adaptation and mitigation;

vii. Transportation, including walking, rolling, and cycling; and viii. The post-COVID context.

2. What is an Official Community Plan? a. The Official Community Plan is a guide to how we will use our land and change and grow

as a community over the next 20 years or more. b. Official Community Plans typically cover topics such as housing, economic development,

walkability, sustainability, where and how we develop, and heritage and culture among other important aspects of life in our community.

c. Official Community Plans reflect what we care about and what we strive to be as a community. These values are directly reflected in the Plan’s objectives and policies , and will guide decision-making into the future.

3. What is the process to update the Official Community Plan? a. Community members will be invited to participate in a fun and meaningful engagement

process over the next eight months to shape the Official Community Plan. The process will begin with visioning for Lillooet, and identifying the issues, opportunities, and priorities for the OCP. Then we’ll draft a plan, and do a deep dive into important topic areas for the OCP, exploring options to figure out how to achieve the community’s overall vision and goals. Finally, we’ll revise the plan based on community feedback and finalize it for Council’s consideration.

4. Updating the Official Community Plan means thinking forward as a community a. As Lillooet changes, what are the most important aspects to keep? What are the most

important aspects to re-think? b. At the heart of any Official Community Plan is our community’s shared values. Living in

Lillooet, what brings us joy? What makes life difficult? What do we care about now? What might we care about in the future?

c. Having conversations with our family, friends, neighbours -even those we haven’t met yet - will help us discover what these values are.

d. While we may not always agree, listening and learning with others will help us create a Plan that we will allow us to grow together for the years to come.

e. Have your say on the future of Lillooet!

COMMUNICATION TACTICS

Communications should be consistent throughout the project and the tactics below will be implemented or facilitated by District of Lillooet staff with support from MODUS to create materials. These will include a variety of print, online, and in person communication channels to reach a wide range of audiences:

• Online o Dedicated project webpage, including mailing list o Promotion through District social media channels (Facebook, Twitter) o Event pages on Facebook

• In person / Direct outreach

o Phone calls/letters/emails to stakeholders


o Meetings or interviews with select stakeholders

• Print / Advertising o News/media release o Ads in Bridge River Lillooet News and Radio Lillooet o Letters/postcards/mail outs to residents within the District

• Community Networks – when appropriate, we will ask key stakeholder groups to share

information amongst their networks (social media posts, newsletter blurbs, posters, etc.) o Council o Social serving and community organizations o Environmental groups o School District No. 74 Gold Trail o Chamber of Commerce o Service Clubs (Lions, Elks, Legion) o Lillooet Friendship Centre o Acting on Climate Together (ACT) o Women’s Leadership Council o Large employers

• Other

o Digital signs, billboards (digital sign at recreation centre) o Community notice boards o District mail-outs o Posters in local community businesses and centres, including post office, grocery store,

recreation centre, library

communication & engagement strategy

Documents