public engagement presentation - jessica carroll

Public

Engagem

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CI T

Y OF K

I NG

S TON

BY: JESSICA CARROLL

PUBLIC ENGAGEMENT

“A new way of thinking about how governments,

stakeholders, communities and citizens can work

together to achieve complex, societal goals.”Retrieved from: http://www.ppforum.com/engagement-community

“Public engagement is a way to engage the community through sharing knowledge. It involves citizens in problem solving and decision making through collaboration and consultations.” – The City of Oakville

Retrieved: http://www.oakville.ca/assets/general%20-%20town%20hall/public-engagement-guide.pdf

OPEN GOVERNMENT DATA

Defined as:

Data and information that is readily available and accessible to the public, who then have the right to republish without any constraints.

Benefits Provided:

1. Transparency

2. Efficiency

3. Innovation

4. Participatory Governance

Improves Public Engagement by:

• Connecting Cities and Citizens

• Sparking communication

• Providing knowledge to Citizens

PARTICIPATORY GOVERNANCE

Importance and Benefits

• Public resources are used more effectively.

• Input defines public priorities.

• Provides citizens with a more productive and helpful role.

• Government facilitates rather than leads

• Better relationships are formed between citizens and government.

Defined as:Citizens that are empowered and able to assist in decision

making in matters that directly concern them.

GOOD PRACTICES

“To be engaged is to Connect with people,

Contribute and grow as individuals and

organizations, and Care about the well-being of others.” Emerging Themes:

• Early Exposure

• Awareness and Invitation

• Catalyze and Activate

Guiding Principles: “We are one city” and “We do as we say”

Public Involvement Commitments

• Citizen Engagement

• Honouring People

• Accessible Involvement

Retrieved from: http://www.edmonton.ca/city_government/documents/NextGen-Engagement-Strategy.pdf & http://www.edmonton.ca/programs_services/documents/C513.pdf

GOOD PRACTICES

“A dynamic municipality that interacts with the public through multiple forms, utilizing both

in person and online activities separately and in combination to engage it’s citizens.”

Guiding Principles: • Inclusivity

• Two-way communication

• Timeliness

• Accessible communication

• Fiscal sustainability

• Transparency and accountability

• Environmental sustainability; and

• Continuous improvement

Retrieved from: http://www.oakville.ca/assets/general%20-%20town%20hall/public-engagement-guide.pdf

GOOD PRACTICES

“Oakville practices open and transparent governance and ensures two-way communication with its citizens.”

Step 1: Determine the goal

Step 2: Identify Stakeholders

Step 3: Assess level of community impact/Choose engagement techniques

Step 4: Communicate the plan

Step 5: Implement the plan

Step 6: Report and follow-up

Step 7: Evaluate the engagement process

Public Engagement Plan

Retrieved from: http://www.oakville.ca/assets/general%20-%20town%20hall/public-engagement-guide.pdf

GOOD PRACTICES

Communications Strategy

• Two–way communication

• Develop a public engagement strategy to guide the public consultation process and create consistency across the organization.

• Increase awareness of existing opportunities for public engagement and dialogue.

• Identify new/alternative opportunities for public engagement that are accessible and convenient to the public.

Retrieved from: http://guelph.ca/wp-content/uploads/COG_CommunicationsPlan.pdf

GOOD PRACTICES

Guiding Principles:

• Inclusivity

• Early involvement

• Access to decision making

• Coordinated approach

• Transparency and

accountability

• Open and timely communication

• Mutual trust and respect; and

• Evaluation and continuous improvement

Who is responsible?• The

Community Engagement Team

• The City Employees

• Participants

• Council

Retrieved from: http://guelph.ca/city-hall/communicate/community-engagement/

GOOD PRACTICES

“Vancouver’s goal is to have an engaged city that brings people together for

conversations to address issues of common importance, solve shared problems, and bring about positive social change.”

Building Knowledge

Building Capacity

Building Trust

Building Power

Building Blocks for

an Engaged City

Retrieved from: http://vancouver.ca/files/cov/final-report-engaged-city-task-force-2014.pdf

GOOD PRACTICES

Building Knowledge

Building Capacity

Building Trust

Building Power

Measurement

• Increase % of residents who can name current citywide issues/know name of current councilor.

• Increase % of residents with support networks of 4 or more people.

• Increased the number of community and cultural spaces in all five sections of the city.

• Increase % of residents that would answer “no” to the question: “Are there places in your community where you feel unwelcome?

• Increase % of residents that answer “yes” to the statement: “I feel I can have an impact on decisions in my community”.

Retrieved from: http://vancouver.ca/files/cov/final-report-engaged-city-task-force-2014.pdf

INTERACTIVE ENGAGEMENT: VOTING PADS

Voting Pads

• Many question types (E.g. Fact, Experience. Comparative, Perspective)

• Reveal who is in the room (demographics)

• Acknowledge minority groups

• Spark conversations

• Assist facilitators in allocating remaining time.

Retrieved from: http://www.publicagenda.org/files/clicktoengage_publicagenda_2013.pdf

INTERACTIVE ENGAGEMENT: VOTING PADS

Tips

• Start with ice breaking questions/Use humour to create comfortable atmosphere.

• Provide material beforehand

• Include an “other” category – then try to hear from those who chose that category.

• Verbally discuss/recap responses.

• Move between large and small group discussions.


EXAMPLE

• Have participants answer what they feel their level of knowledge is.

• Ask questions that can help determine their actual level of knowledge.

• Show statistics and facts to educate participants.

• Break off into discussions to have participants brainstorm solutions.

• Use a final survey with open ended questions.


INTERACTIVE ENGAGEMENT: CITIZEN JURIESCitizen Juries/Panels

• A new and innovative way of public participation in a political setting.

• Consists of 12 to 24 of citizens that represent the community.

• Must reflect a demographically diverse group.

• Deliberation by the jury is based off evidence, much like a jury in the court of law.

Retrieved from: http://www.revparl.ca/english/issue.asp?param=215&art=1530

INTERACTIVE ENGAGEMENT: CITIZENS JURIES

How it works:

• Jurors hear evidence from expert witnesses;

• They question the witnesses;

• The information presented is reviewed and evaluated;

• The jury engages in discussions and deliberation

• A “verdict” on the issue or question is given.

Retrieved from: http://www.revparl.ca/english/issue.asp?param=215&art=1530

IAP2 SPECTRUM FOR PUBLIC ENGAGEMENT

Inform Consult Involve Collaborate Empower

Public Participati

on Goal

To provide the public with balanced and objective information to assist them in understanding the problem, alternatives, opportunities and/or solutions.

To obtain public feedback on analysis, alternatives and/or decisions.

To work directly with the public throughout the process to ensure that public concerns and aspirations are consistently understood and considered.

To partner with the public in each aspect of the decision including the development of alternatives and the identification of the preferred solution.

To place final decision-making in the hands of the public.

Promise to the public

“We will keep you informed”

“We will keep you informed, listen to and acknowledge concerns and aspirations, and provide feedback on how public input influenced the decision.”

“We will work with you to ensure that your concerns and aspirations are directly reflected in the alternatives developed and provide feedback on how public input influenced the decision”

“We will look to you for advice and innovation in formulating solutions and incorporate your advice and recommendations into the decisions to the maximum extent possible.”

“We will implement what you decide.”

Example Techniques

Fact sheets Web sites Open Houses

Public comment

Focus groups Surveys Public

meetings

Workshops Deliberative

polling

Citizen advisory committees

Consensus-building Participatory

decision-making

Citizen juries

Ballots Delegate

d decision

Retrieved from: http://c.ymcdn.com/sites/www.iap2.org/resource/resmgr/imported/IAP2%20Spectrum_vertical.pdf

PUBLIC ENGAGEMENT IN THE BUDGETARY PROCESSLondon, Ontario – “Build a

Budget Workshop”

• Two hour sessions

• Citizens are provided lessons that help them understand the budget.

• Citizens are able to ask questions and provide input.

• Several stations with 15-20 minute rotating sessions.

• Two traditional public participation meetings.

Ottawa, Ontario • Holds six “Mayor Budget Outreach”

sessions.

• Held at shopping centers.

• Seeks citizens input and suggestions on how the city can make the best use of tax dollars.

• Also utilizes online chat, email and Twitter to allow citizens to participate electronically.

• Occur throughout the week and on weekends

Retrieved from: http://www.betterbudget.ca/Resources/BriefingNotes/PublicEngagement.pdf

PUBLIC ENGAGEMENT IN THE BUDGETARY PROCESS

Calgary, Alberta – “Our City. Our Budget. Our Future”

• Placed priority on engaging residents to find out what services they valued most and how the new budget could better address those needs.

• Outreach over a long period of time (Four months).

• Involved citizens throughout the entire process.

• Used “Budget Kits” – includes information booklet on all city services and a workbook where citizens can provide their input.

• Instructed citizens consider pro’s, cons and trade-offs regarding their most valued services.

Boston, MA – “City Hall on the Go”• A truck that travels throughout

the city providing lists of city services to citizens.

• Was available as per request for block parties, street festivals, etc.

• “Making city hall accessible” to the citizens of the city.

• Not specific to budget but for regular daily feedback from citizens.

Retrieved from: http://www.betterbudget.ca/Resources/BriefingNotes/PublicEngagement.pdf

CHALLENGES

Public Opinion:• Rational Ignorance – Cost outweighs the benefit

• SOLUTION: Cultivate Community

• Phantom Opinions – Made up responses• SOLUTION: Admit you don’t know/give a do not know option

• Selectivity of Sources - Similar views• SOLUTION: Expand circle of sources

Stakeholders P.O.V:• Why am I doing this?

• SOLUTION: Benefits match risk

• Will this make the city a better place?• SOLUTION: Engage early/often

• What is in it for me?• SOLUTION: Ask how they want to be engaged

Retrieved from: https://kenhomer.wordpress.com/2008/03/21/three-limitations-to-public-engagement-in-decision-making/

CHALLENGES

• Inconsistencies

• Time Gaps

• Post decision consultations

• False/misleading information

Retrieved from: The Fourth Annual Summit on Public Consultation and Engagement: Beyond Town Halls: A Scientific Approach to Public Consultation: Deliberative Polling; Engaged City Task Force; How to Use Digital Media For Faster and More Comprehensive Engagement; The Changing Context for Public Consultation; and Embrace Digital Tools, Enable Inclusive Engagement.

SUCCESS FACTORS

• Improve public education.

• Improve the development process.

• Bring city hall to the community

• Know your audience (E.g. Target market, behaviors, psychographics, demographics)

• Know what it takes to engage the public


SUCCESS FACTORS

• Consider all environments

• Use New Technologies

• Use Citizen Sourcing

• Listen

• Identify issues early.


SUCCESS FACTORS

• Be accountable

• Be available

• Be inclusive

• Be respectful

• Be responsive

• Be transparent


The Six B’s

KEY INSIGHTS

• Transparency is necessary in order to build trust with citizens.

• It is essential to remain innovative and up-to-date with new technologies to remain interesting to the public.

• A new focus on children/youth age groups will spark future engagement as they reach adulthood – creating engaged citizens for the future.

• Interactive, fun and creative activities build comfort among participants – resulting in more truthful and effective responses.

KEY INSIGHTS

• Citizens need to feel that they are being listened to, respected and cared for.

• Engagement is a process that begins with Informing the public and ends with Empowering them.

• Provide the public with tools to educate themselves before and after engagement activities – “Knowledge is power”.

• Allow the citizen to become the ambassador/advocate for public engagement.

“Provide knowledge to empower”

RECOMMENDATIONS

Identify Target Audiences• Depict each segment

• Postal Code

• Income

• Education

• Age

• Create “personas”

• Better understand values, interests and opinions of each segment.

• Create specific messaging/activities for each persona.

RECOMMENDATIONS Early Engagement• Students

• St. Lawrence College

• Queens University

• High Schools

• Public Schools

• “Block Party”

• Families

• Encourage parent/children engagement

• Outdoor/weekend activities

• Simplistic and fun

• “Kingston Kids”

RECOMMENDATIONS

Interactive Engagement• Voting Pads

• Use humour

• Outdoors/community centers

• Gauge & Build knowledge

• Gain insights through discussion

• Citizen Juries

• Innovative

• Reflects the community

• Interesting and different

RECOMMENDATIONS

Evaluation• Measure, measure, measure!

• Measure before and after• Follow-up• Feedback

• Surveys• Calls• Social media

• Fix and improve• Implement new ideas

Publ

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Thank you!

public engagement presentation - jessica carroll

Documents

community public engagement

public engagement strategy

public priorities

town hallpublicengagement

public consultation

benefits public resources

plan step

stakeholders step