Community Outreach and Engagement

Transcription

1 Community Outreach and Engagement Staff Guidance Document ***Insert Project Title Here*** Distribution Distribute copies of this completed document to the following staff upon completion of the project or completion of the initial outreach for a program or initiative: Director with accountability for the project Community Relations & Communications Director All project planning team members, including the Manager of Community Relations

2 ENGAGEMENT PLANNING TEAM The following interests should be represented on the engagement planning team: project leader/manager (with decision making authority) *mandatory Manager of Community Relations Communications Department representative representation from all divisions which have a key role external stakeholders when the level of engagement is collaborate or empower Date of initial project team meeting: List your engagement planning team members below: Project lead*: 2

3 PROJECT OVERVIEW! Please ensure this page is completed accurately as this information informs all key messages and communication both internally and externally. Project name Name the project for public communications purpose. The name needs to be clear and accessible, and specific enough for residents to know whether they will be impacted. Location If the project is place-based, the project lead should specify the location. If it is not location-specific, for example a policy, plan or bylaw, then the region of application should be specified. Decision maker The decision maker for the project is the person or authority making the final decision. Decision statement / Intent of the initiative The decision statement includes three important pieces of information: the decision maker, the intent of the project and the anticipated timeline. Project brief Brief description of the background and current status of the project. 3

4 LEVEL OF STAKEHOLDER IMPACT The engagement planning team completes this checklist to determine the level of stakeholder impact and the appropriate level of engagement plan. Levels of impact Yes No There is a legal requirement to engage the community and/or stakeholders. *If yes, this engagement level is at Inform. Aspects of the policy may be implemented only at the discretion of the Divisional Director. Have all aspects of this project been decided by the project lead? *If yes, this engagement level remains at Inform. Can the public provide input and influence on an aspect of this project? *If yes, this engagement level is Consult or higher. Stakeholders may be interested in or impacted by this project. This project is high-profile and the community may care deeply about the project and the potential impacts. There is a difficult history relating to this type of project in the community. There are direct (real or perceived) impacts on a identifiable group. There are direct impacts (real or perceived) on neighbourhoods. There are direct impacts (real or perceived) on the entire community. 4

5 STAKEHOLDER IDENTIFICATION The engagement planning team must identify the stakeholders impacted by this project or plan, determine the level of anticipated impact, and confirm the appropriate level of engagement using the Spectrum of Engagement Chart on page 6. *Additional copies of this page may be necessary in order to identify all affected stakeholders. Affected stakeholder group or individual Identified impacts (direct and indirect) Engagement level as determined by the project planning team Affected stakeholder group or individual Identified impacts (direct and indirect) Engagement level as determined by the project planning team Affected stakeholder group or individual Identified impacts (direct and indirect) Engagement level as determined by the project planning team 5

6 SPECTRUM OF ENGAGEMENT INFORM CONSULT This is one way sharing of information about a District plan, project or policy decision. Use this approach when staff have prepared a draft plan, project or policy with options for input by the community and/or stakeholders. It has been determined by the decision maker or project lead that all aspects of the plan, project or policy have been decided and community input is not required. The District provides the community and/or stakeholders with information about a project or decision in order to raise awareness and create understanding. Consult the community on items identified in the draft plan for the purpose of receiving input and feedback. This will assist in identifying the projects strengths and weaknesses, as well as any unforeseen impacts/consequences. Community input is gathered before developing a draft and their input will be directly reflected in the draft. The community s role is to fully participate in the process, provide insights and help staff consider short, medium and long-term impacts and opportunities. The scope of the delegation is defined by a set of givens and negotiables or Terms of Reference (TOR). If TOR are respected, the community decision is advanced to the staff decision maker. POSSIBLE COMMUNICATIONS TACTICS POSSIBLE COMMUNICATIONS TACTICS Tactics also include those listed under Inform and Consult ENGAGEMENT TECHNIQUES Online survey Open house Focus group Participation at community events Workshop The community s role is to participate fully in the process, respect all parties viewpoints and to participate in the best interests of the community as a whole. Customized communications tactics Tactics also include those listed under Inform ENGAGEMENT TECHNIQUES The decision has been made and does not require public input. Information is being provided for the purpose of raising awareness. Use this approach to empower the community, which is delegated to make all or part of a decision on a project, plan or policy. POSSIBLE COMMUNICATIONS TACTICS Information boards in municipal facilities Community event activation EMPOWER Use this approach to collaborate directly with the community and/or stakeholders to develop a draft plan, project or policy. The community s role is to provide input as requested. POSSIBLE COMMUNICATIONS TACTICS Online (website/social media) Mailouts Communications via neighbourhood associations Bus shelter advertising Site signage North Shore News COLLABORATE ENGAGEMENT TECHNIQUES Working group Workshop Charrette Advisory committee Task force ENGAGEMENT TECHNIQUES Study circles Techniques also include those listed under Collaborate 6

7 FOLLOW UP MEETINGS Project name: Date: Project lead: 7

8 EVALUATE WORK TO DATE Date: Next Steps: Date: Next Steps: 8