CITYWIDE COMMUNITY
ENGAGEMENT TOOLKIT
CITY OF RIVERSIDE
CITYWIDE COMMUNITY ENGAGEMENT POLICY2
CITY OF RIVERSIDE 3
TABLE OF CONTENTS
WHAT IS COMMUNITY ENGAGEMENT?
PURPOSE AND SUPPORT
GETTING STARTED
STAKEHOLDERS: WHO SHOULD BE INVOLVED AND WHY?
TOOLS AND RESOURCES
SUCCESSFUL FACILITATION
SIX BASIC STEPS TO A COMMUNITY ENGAGEMENT PLAN
STEP 1: CREATE OUTLINE
STEP 2: NOTIFY STAKEHOLDERS
STEP 3: EDUCATE
STEP 4: LISTEN
STEP 5: FOLLOW THROUGH
STEP 6: EVALUATE & ADAPT
APPENDIX
STAKEHOLDERS LIST
COMMUNITY ENGAGEMENT PLAN WORKSHEET
ENGAGEMENT TOOLBOX: 15 PARTICIPATION TECHNIQUES
ADDITIONAL RESOURCES AND MOTIVATION
DEFINITIONS
4 5
7 10
14 16
18 18
21 21
22 23
23 26
27 33
38 39
CITYWIDE COMMUNITY ENGAGEMENT TOOLKIT
4 WHAT IS COMMUNITY ENGAGEMENT?
The City of Riverside values community engagement processes and activities that contribute to policy, programs, services, and project decisions by providing City Council and Administration with the best possible information to support the decision-making process.
Inclusive community engagement improves efficiency, legitimacy, and transparency of public institutions. When community members participate in the process, ownership of decisions increases as well. This process also builds capacity by bringing people together around shared interests; improving public services aligned with community needs; and creating cohesion among residents, community organizations, businesses, and local government.
The City of Riverside has a variety of avenues that residents can use for requests, inquiries, complaints, and input. This flow of information is more effective when it works both ways and is fostered through each step. The City’s processes provide opportunities for community members to be a part of the conversation, to learn, and to work with others, not just to provide input. They are an extension of the City’s efforts that assist in building a stronger community.
Including community in the process creates and maintains a community that is educated, aware, motivated, engaged, and fulfilled. A Community Engagement Plan can make all aspects of a project run more smoothly even when feedback received is negative; it is helpful to know earlier in the process rather than later. By exercising effective community engagement practices, city government becomes a vehicle for participatory democracy.
CITY OF RIVERSIDE 5
PURPOSE AND SUPPORT
The City of Riverside is committed to engaging effectively with its community in a meaningful, accountable, responsive, and equitable way.
This Community Engagement Toolkit builds upon and utilizes several of the tools laid out in the Citywide Community Engagement Policy. It is a resource for City Departments and community members. Because these documents work in conjunction with one another, the Citywide Community Engagement Policy should be read before working through the Community Engagement Toolkit.
Riverside’s residents have high expectations when it comes to community engagement.
Never underestimate the level of public interest in your project. By using this guide across all City departments, we can help to make community engagement efforts successful, useful, and meaningful. Community engagement is NOT merely checking a box, but it is a means to help deliver the best government services possible to our community. As City staff, 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 community engagement plans that align with the City’s Envision Riverside 2025 Strategic Plan.
All documents and tools referred to in this guide are available in either the Appendix, on the Community Engagement Policy webpage, or both.
CITYWIDE COMMUNITY ENGAGEMENT TOOLKIT
6 WHAT IS IT?
Round Tables are gatherings
coordinated by the Neighborhood
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?
• Brainstorm and coordinate outreach
• Assistance completing worksheets
• Voice concerns and discuss ideas
• Opportunity to have community
engagement plans reviewed
• Receive insight and support from
team that specializes in public
involvement
• Present Community Engagement
summaries
HOW CAN YOU ATTEND?
Want the scoop on community
engagement? Look for e-mails about
training opportunities as well as
invitations to Round Table discussions!
Get Some Help!
Community Engagement
Round Tables
THE PURPOSE OF THIS GUIDE IS TO
HELP CITY EMPLOYEES:
1. Design a comprehensive
Community Engagement Plan and
complete documentation.
2. Determine the appropriate level of
community engagement needed.
3. Identify stakeholders and create
an engaged representative group
of involved community members.
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, program, or
service is internally supported.
8. Spread awareness of performance
measures by which community
engagement programs can be
assessed.
9. Streamline the processes of
community engagement both
internally and externally.
SUPPORT NETWORK
• Yvette Sennewald,
Policy and Project Manager
• Aggie Padilla,
Community Engagement Liaison
• Sandy Cramer,
Community Engagement Liaison
• Ceri Dowsett,
Community Engagement Team
CITY OF RIVERSIDE 7
GETTING STARTED
There may not be a checklist for the perfect Community Engagement Plan, but there are principles and guidelines provided to assist you in creating a well-designed plan that will increase the likelihood of achieving your outreach goals.
PRINCIPLES OF COMMUNITY ENGAGEMENT
To ensure that community 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 serves both a clearly defined purpose and 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 others to work together to advance the common good.
4. Openness and Learning
Help those involved listen to each other, explore new ideas unconstrained by predetermined outcomes, apply information in ways that generate new options, and evaluate community engagement activities for effectiveness.
5. Transparency and Trust
Be clear and open about the process and provide a public record of the organizers, outcomes, and range of views and ideas expressed.
CITYWIDE COMMUNITY ENGAGEMENT TOOLKIT
8 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 community engagement.
THINGS TO REMEMBER ABOUT COMMUNITY ENGAGEMENT
• 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 not valued.
-
Note: This doesn’t mean that feedback is automatically implemented, but why or why not and how must be conveyed to the participants.
• An engagement strategy must be considered during the initial stage of project planning. • The opportunity for input, if part of outreach, should be open during the planning stages to allow the chance to help inform and/or influence the decision.
COMMUNITY ENGAGEMENT IS A DIALOGUE, NOT A PRESENTATION
• The City and the 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
HOW TO CREATE A COMMUNITY ENGAGEMENT PLAN
This is a roadmap for you and your team. It will
take time and thought but it is a vital resource
for your project. Prior to any Community Engagement Plan, a statement of purpose needs to be developed that outlines the overall goal of the project or program. Your Community Engagement Plan will start with the following questions: “Why are we doing this?” Characteristics of Successful Plans
Clear
Purpose
Education
Outreach
Audience
Records
Follow Up
DETERMINE APPROPRIATE LEVEL OF COMMUNITY ENGAGEMENT
Community engagement does not mean you will invite as many people as possible or make a profile on every single social media platform. Sometimes just one event can be sufficient.
CITY OF RIVERSIDE 9
Other times you will need several engagement opportunities. The International Association of Public Participation’s (IAP2) Spectrum of Public Participation will assist in determining the appropriate level of community engagement for your project or program. Determining the accurate level of engagement is the foundation for your community engagement plan.
The level of community engagement can range from keeping the public informed to involving them in the decision-making process. Including community members early and at the appropriate level helps create buy-in for both the process and final decisions.
GOAL
One-way
communication to
provide balanced
and objective
information to assist
in understanding
about something that
is going to happen
or has already
happened.
Two-way
communication
process aimed
at obtaining
feedback on
ideas, alternatives,
and proposals to
inform decision-
making process.
Participatory process
designed to help
identify issues and
views to ensure
that concerns and
aspirations are
understood and
considered.
Working Together
to develop an
understanding of all
issues and interests to
work out alternatives
and identity preferred
collective solutions.
To build the
capacity of
the community
to leas their
own plans for
change.
ROLE OF
COMMUNITY AND/
OR STAKEHOLDERS
Listen Contribute Participate Partner Lead
PROMISE TO THE
PUBLIC
We will keep you
informed.
We will keep you
informed, listen to
and acknowledge
concerns, and
provide feedback
on how public
input influenced
the decision.
We will work with you
to ensure that your
concerns and issues
are directly reflected
in the alternatives
developed and
provide feedback
on how public input
influenced the
decision.
We will look to you
for direct advice
and innovating in
formulating solutions
and incorporate
your advice and
recommendations
into the decisions to
the decisions to the
maximum extent
possible.
We will
implement
what you
decide.
EXAMPLES WHEN
THIS ENGAGEMENT
LEVEL MAY BE
APPROPRIATE
In the event of an
emergency.
Undertaking
a surgery on
playground
redevelopment.
Seeking input
from an Advisory
Committee on
sustainability
initiatives and plans.
Stakeholder
led discussions
on developing
community visions.
Building
capacity skills of
small business
employees
through skills-
based training.
POSSIBLE
METHODS
• Advertisements
• Fact sheets
• Newsletter
• Public Notices
• Social Media
• Websites
• Open Houses
• Public Comment
• Focus groups
• Public Meetings
• Surveys
• Advisory
Committees
• Deliberate Polling
• Workshops
• Consensus Building
• Participatory
Decision Making
• Advisory
Committees
• Training
Events
• Practical Skills
Workshops
• Ballots
INFORM
CONSULT
INVOLVE
COLLABORATE
EMPOWER
INFORM
Low level of public
engagement
INVOLVE
Mid level of public
engagement
EMPOWER
High level of public
engagement
CITYWIDE COMMUNITY ENGAGEMENT TOOLKIT
10 STAKEHOLDERS
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 a project or program, people who could be negatively impacted by a decision, and those who are simply interested.
Who are the decision-makers and when will a formal decision be made? Staff will identify who will make the formal decision about a specific project. For many of our activities City Council will be the ultimate decision-makers. It is important that your audience knows and understands the decision-making process. This helps to avoid false expectations. Take a moment to brainstorm all potential stakeholders whom your project or program might have. A list of potential stakeholders can be found in the Appendix.
WHO SHOULD BE INVOLVED AND WHY?
Your list of stakeholders will be different for every project or program. This list will be created by the Project Manager and can be supplemented by reaching out to the Neighborhood Engagement Team. Your stakeholders’ time is valuable; use it wisely and strategically. Ask the questions on the following page and then complete your Community Engagement Plan Worksheet (Appendix page 26).
We want to ensure that stakeholders do not experience “over-outreach” which can be difficult as there is a risk that multiple City projects occuring simultaneously might involve overlapping community interests. There may be several projects that are connected to a specific group of community members at one time, for example, our senior population, but we need to ensure that multiple departments are not reaching out to the same organizations over and over again in a short period of time.
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WAYS TO AVOID OVER-REACH
• Submit Community Engagement Plan summaries so other teams can see if there are projects with overlapping stakeholder groups, timelines, or other concerns. • Hold staff Round Table meetings for group discussions. • Utilize the Neighborhood Engagement Team to help develop stakeholder groups or when questions arise.
• Check the Community Calendar to see what other public events are planned and see if there is an opportunity to work together.
HOW TO CREATE A LIST OF STAKEHOLDERS:
1. Who will be impacted (positively or negatively)?
Consider geography – who lives, works, or plays nearby?
2. Who NEEDS to know about this?
Is there a legal requirement?
Is there a group with an imperative interest?
3. Who will contribute to this conversation?
Who are the experts?
Are there outside sources who discuss the same topics?
4. Who or what group is missing?
Each stakeholder list should include:
• Experts
• Clubs
• Personal interest groups
• Residents
• Professionals
• Hard-to-reach populations
5. Who has the potential to stop this project?
Is there anyone or any group who will dislike the idea or be impacted to an extreme extent?
6. Who could make the project better?
How could this be more inviting to the public?
Who would have a unique perspective?
7. What questions would I ask a resident?
If you were on the outside of this issue or project, what would you want to know?
8. Whose life or schedule stands to be alerted by any aspect of this project?
CITYWIDE COMMUNITY ENGAGEMENT TOOLKIT
12 From your answers to the questions above, you will develop your Stakeholder List. This list 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, your stakeholders are a distinct group who may include community members, businesses, and organizations that will be 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 conversation.
Stakeholders can be both external and internal to the organization. External stakeholders can include other governmental agencies, nonprofit organizations, community groups, special interest groups, businesses, and individual residents. Internal stakeholders can be other City departments or committees that could be impacted or included.
TIPS FOR ENGAGING WITH INTERNAL AND EXTERNAL STAKEHOLDERS:
• Reach out to stakeholders whenever possible.
- Ask to
attend any existing/ongoing meetings or events rather than creating a competing time commitment.
• Plan to involve external stakeholders adequately throughout the project, whether it’s a simple notification or involving them directly in planning and implementation. • Prepare for your stakeholder list to grow as the project progresses or groups show interest in the project.
• Be flexible enough to involve new stakeholders at any time in the process. • Don’t forget internal stakeholders. City staff is filled with experts on multiple topics. Early and systematic consideration of internal stakeholders for your project can help identify issues before they become critical.
- Involve other
City departments during your planning phase. Consider sending an e-mail or initial coordination meeting to present project basics to various departments and to ask if there are any special communication needs.
- Check calendars and ask around so that the City doesn’t inadvertently overschedule an evening or isn’t competing for stakeholders.
- Always check the Community Calendar for potential conflicts with large events or activities.
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HARD-TO-REACH STAKEHOLDERS
Some groups face barriers that can make establishing relationships or communicating with them much more difficult. The City of Riverside places great value on comprehensive involvement. In some cases, extra consideration will be needed to ensure equal access to information is provided for all members of the community. An awareness of potential barriers community members face is vital when creating a Community Engagement Plan.
The City’s Neighborhood Engagement Team may be a helpful resource in connecting you with hard-to-reach stakeholders. Please consider the following questions during your planning stage:
• Will the meeting need a translator or sign language specialist? • Would people from different cultures feel welcome at this event? • Are there technology or literacy skills needed 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 childcare is an issue?
• Should childcare be provided?
CITYWIDE COMMUNITY ENGAGEMENT TOOLKIT
14 TOOLS AND RESOURCES
The following section includes information and resources that will assist in ensuring your project has the necessary elements and involvement of other departments, which may supplement your project. For example, some projects need to include Marketing and Communications for print materials or the City Attorney’s Office for legal advice. It will also help define how to assemble a team and identify the role of each member.
It may take a few minutes to review the tools, but they will save you time and effort in the long run. The Neighborhood Engagement Team is available to assist you through this process as well.
If assistance is needed with any of the following:
• Advice and open discussion at a Round Table
• Help creating a Stakeholder List or a Community Engagement Plan • Information on locations in town and in City buildings to host events • Connecting with Stakeholders
• Planning worksheets
Please contact the Neighborhood Engagement Team for assistance.
DO
• Complete the project plan and answer “Why?” prior to going to the public for input.
This avoids confusion and undesirable results.
• Trust your resources. The Marketing and Communications Team and Neighborhood Engagement Team has many years of combined experience. They want what is best for your project too, so don’t be afraid to take their advice. • Develop a strategy for community engagement at the beginning of a project. • Identify and involve key stakeholders as early as possible.
CITY OF RIVERSIDE 15
• 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 easily understood. • Forget to involve City Council, boards, commissions, and key stakeholder groups in conversations about your project and in invites to public meetings. • Set unrealistic expectations about how the input received will be used.
Community Engagement Tools and Method
The tools that will work best for your project will depend on the level of participation chosen and the groups you would like to engage. This is where the Participation Spectrum and Community Engagement Plan Worksheet are essential. Use your evaluation of the level of impact and your stakeholder’s potential level of concern to prioritize your outreach and choose appropriate methods.
Invite Innovation
Getting community members truly engaged and involved can be one of the most challenging parts of a project. It can also be the most fun. It offers endless room for new ideas and creativity.
The list below and the Community Engagement Implementation Plan/Toolbox in the Appendix are far from exhaustive and the sky is the limit when it comes to creating new ways to engage and get people excited about a project. An example: turn 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. Is it possible to incorporate an informational tour, a 3-D model, or other props into your meeting?
Managing Gathered Data
You will need to create a system for collecting and managing the information you receive and conversations you hear. Determining the purpose of the information should be the first step to assit you in identifying the details you need to capture. Often a spreadsheet will be sufficient. From there, you can summarize or present the data in whatever way it is needed.
Consider the following:
- Will you need to create codes to track feedback from different groups? - Will you need exact numbers to create a summary report or graph? - How will the information collected be delivered to the public? Quotes
and comments can be useful and engaging for creating presentations, in social media posts, and in further stages of your outreach efforts.
CITYWIDE COMMUNITY ENGAGEMENT TOOLKIT
16 SUCCESSFUL FACILITATION
Our role is to provide a safe, welcoming, and informative space for public involvement. As such, we are facilitators and as difficult as it may be, staff’s opinions cannot be included in our outreach efforts. This can be difficult, especially if you have spent months and countless hours on a project that you are passionate about. As facilitators, staff must act only as catalysts for productive conversations. Effective facilitation skills are essential to successful public deliberation, especially when dealing with what could be a contentious issue. It is crucial to have a leader in the room who enables all opinions to be heard and stimulates conversation.
If a facilitator is needed for your project, there are members of City staff who are trained in Technology of Participation (ToP) facilitation methods that can be helpful to you in your outreach efforts. Outside consultants can perform in this capacity as well.
Tips for Effective Facilitation:
A. 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 somebody is using disrespectful language, it is the facilitator’s responsibility to ask them to stop. • Try: “That term makes me uncomfortable and might be hurtful to others. Could you please refrain from using it?”
B. Facilitators allow everyone to speak. If somebody is dominating the conversation, don’t
try to stop them from talking, but rather get others involved in the discussion. As City staff members, this can be difficult because exceptional customer service is a vital part of our job. It is helpful to remember that if you are giving your undivided attention to just one person, you are not providing good customer service to the other participants in the room who are also choosing to give their time for your outreach efforts. • Try: “Those are good points. Let’s be sure to hear what others have to say as well.”
CITY OF RIVERSIDE 17
• Try: Setting talk times or breaking the event into smaller working groups.
C. Skilled facilitators have the ability to look beneath emotional responses and bring to light the underlying interest, need, or concern.
• Consider: Someone may be speaking loudly or seem angry, but they are actually scared that an aspect of their life is going to change.
CI. Room setup creates the stage for your outreach event. It gives participants clear direction and helps facilitate feelings of equality if done properly. This includes everything from lighting to background noise.
• Consider: Creating smaller working groups and circular table/chair formations when possible.
• Consider: Don’t isolate speakers by putting them on a stage or behind a podium. This sets a tone of “us versus them.”
CII. Attitude and context are extremely important! If you set a conversation in a negative tone or come at it from what is perceived as the wrong angle, your outreach efforts can be doomed from the beginning.
CIII. Facilitators must maintain neutrality at all times and must avoid giving any preferential treatment.
• Consider: During discussions, we often nod our heads as a way of participating in the conversation, but this can be construed as agreement.
• Try: Statements like, “I hear what you’re saying” or “that’s an interesting perspective.” • Try: Someone on staff should actively take notes or record conversations. This shows the audience that responses are being taken into account and have a future purpose.
CIV. Asking purposeful questions is an understated art form. Facilitators are allowed to have an outside perspective, which should not be used to see who isn’t speaking and what’s not being said. Where are gaps in the conversation? • Consider: If the group is stuck on a seemingly impossible resolution, ask “What would we need in order to make that happen?” instead of telling the group that isn’t an option.
• Try: Empowering and open-ended questions that show you value in your participants opinion, such as: “You have a great deal of experience in XXX. What do you think?” • Try: Summarizing thoughts and concerns by saying “I am hearing that the group is concerned that.....”
CITYWIDE COMMUNITY ENGAGEMENT TOOLKIT
18 6 BASIC STEPS
TO A COMMUNITY ENGAGEMENT PLAN
STEP 1: CREATE OUTLINE
• Draft 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 who the decision-makers will be and the dates when formal decisions will be made. • Determine the level of public engagement based on the scope and impact of the project. (see table on Page 9 for guidance)
• Determine which stakeholder to target and how you will 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. • If assistance from the Office of Communications will be needed for graphic design, PowerPoint
4. Listen 5. Follow Through 6. Evaluate Adapt
1. Outline Outline 2. Notify Stakeholders 3. Educate CITY OF RIVERSIDE 19
templates, social media posting, or any other services they provide, schedule a pre-planning meeting with them as soon as you have drafted your project description as there will need to be some coordination that may affect your timeline.
CREATING YOUR INTERNAL TIMELINE
• Provide a minimum of two-weeks’ notice for community engagement activities. Ideally, it would be good to provide a 30-days notification to community organizations so they can assist you in distributing the information to their members. Get your Public Information Officer involved early as press releases are typically sent out at least two weeks prior to public events. Use the Community Calendar, City Council newsletters, and the City’s social media along with any other communication tool available to assist in getting the information out.
• Work backwards from your identified target dates for final decisions to determine how much time your community engagement efforts will require.
• For small projects, begin planning your outreach efforts at least two to three months prior to the date final decisions are to be made; medium and large projects will require additional time. If you need to go before City Council, think about getting on the calendar three to six months prior, depending on the political sensitivity of the project.
REACHING THE COMMUNITY
It is important to determine who exactly constitutes “the community” 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 community engagement should be considered.
Active methods: Require approaching and reaching out directly to individuals or groups.
Passive methods: Require community members to approach the City for information about the issue or project.
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 neighborhood 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 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.
CITYWIDE COMMUNITY ENGAGEMENT TOOLKIT
20 Suggested web tools that can help project managers communicate ongoing issues and regularly analyze community feedback:
• A form requesting feedback
• A Q&A or FAQ that anticipates and answers questions, including difficult and controversial ones.
• Lists of policies, the rationale behind them, and how they fit into the grand scheme of the department’s operations.
• Lists 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, YouTube, NextDoor) • Marketing Brand Manuel
RECORD: It is important 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 community engagement, your outreach 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 and neighborhood groups. It is best to meet with these organizations and groups where they normally gather. Traveling physically to locations where they meet is most convenient for them and they will be more likely to attend.
Community organizations and neighborhood groups can be helpful vehicles through which public engagement can occur. However, do not assume that a community organization or neighborhood group fully represents all the interests of the community at large. You should always practice diversity when choosing tools and doing outreach.
Note: All projects are important, but not all are newsworthy. Consider what aspects of your project, if any, might be vital or interesting to the public. Is it imperative? Engaging? Entertaining? If not, it might not be a good fit for social media platforms and different tools should be considered.
CREATING AN EXTERNAL TIMELINE
A timeline is a valuable tool both for planning an effective community engagement process and for educating members of 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.
CITY OF RIVERSIDE 21
STEP 2: NOTIFY STAKEHOLDERS
After planning has been completed, the second step in the community engagement process is to sufficiently notify the public about the project and your Community 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 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 at project site or on electronic reader boards • Press releases
It is always helpful to demonstrate for the public how the project can affect them. • List dates related to formal decision-making processes and deadlines related to the project. • Work backward from the target dates for final decisions to determine how much time your community engagement effort will require.
• Include brief descriptions of each item that can be easily understood by community members. • Define any technical terms or use alternative simple language. • Share the draft timeline with other staff members and ask for feedback on the process. • Keep electronic versions of information up-to-date and provide important changes in schedule. • Include the timeline in your Community Engagement Plan as well as your Community Engagement summary after project completion.
STEP 3: EDUCATE
The third step is when you will engage the public to educate them about the project and encourage participation in the engagement process. Members of the community cannot provide input without a clear understanding of the project. It is easy for a project manager who is involved in the project daily 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.
CITYWIDE COMMUNITY ENGAGEMENT TOOLKIT
22 STEP 4: LISTEN
The fourth step is to execute activities, gather input, and show the public that you are listening.
Once educated on the project, community members can provide informed opinions. The methods you choose for obtaining input will depend on the nature and scope of your project.
Consider the costs and benefits o 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 easily 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 your 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 reassure community members that opinions will be considered as decisions are made.
Determine how oral input will be recorded.
Phone calls may be received, and community members may voice their opinion at meetings.
Generally, in government business, only items in writing and oral comments during formal meetings and public hearings are considered “official” but project managers are encouraged to be flexible in receiving oral input in addition to those formal methods.
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 several 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 offer some flexibility 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 opportunity for members of the community to comment on the list and add other alternatives, pros, and cons.
This provides an opportunity for community members to discuss each alternative, the underlying community values, 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.
Approach the community with an open and willing attitude.
Avoid communicating in ways that would suggest reluctance, as though the community engagement effort is required of you against your will. Pay special attention to your nonverbal CITY OF RIVERSIDE 23
cues. Some members of the public may have cultivated an attitude that community 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 community input to decision -makers and to follow through again by providing community members with the rationale for the decision considering 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 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 community 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 description 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.
STEP 6: EVALUATE & ADAPT
The sixth step is to evaluate the effectiveness of your community engagement strategy, adapt, and be flexible. During implementation of your Community Engagement Plan, regularly assess whether goals and expectations related to community 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 community engagement process because the level of impact was found to be greater than previously thought.
CITYWIDE COMMUNITY ENGAGEMENT TOOLKIT
24 Summarize the rationale for decisions considering all 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.
Some questions to consider when evaluating your community engagement activities:
• Did you satisfy the goals you set during the planning process? • Did your engagement activity adhere to the principles of community engagement set out in this guide?
• Did you effectively assess all stakeholders?
• Did you include potential participants in the design of your Community Engagement Plan?
• 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 all critical concerns addressed?
• Did you effectively record and analyze the input you received? • Did you allocate sufficient resources (time, human, financial)? • Was the activity completed within the budget allotted? • Were participants provided with feedback regarding how their contribution was/will be used?
• Were participants generally satisfied with the activity? Were organizers? 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 are trying to reach.
CITY OF RIVERSIDE 25
• Debrief individual events and the project with internal and external participants.
During your project, consider gathering feedback from community members and your internal working group on the quality of the process and whether it is meeting community member expectations. After completing your project, consider debriefing both internally and externally with discussions about how community engagement for future similar projects can be improved.
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 the Neighborhood Engagement Team.
APPENDIX
Stakeholder List
Community Engagement Plan Worksheet
Community Engagement Toolbox: 15 Participation Techniques Additional Resources and Motivation
Definitions
CITYWIDE COMMUNITY ENGAGEMENT TOOLKIT
26 IDENTIFY STAKEHOLDERS
Who should you engage with? Consider all types of community-based organizations, neighborhood groups, and other audiences. Identify stakeholders at the beginning of a project and notify them of key decision points or opportunities to provide input. Stakeholders can provide community expertise that enhance the engagement process. They can also help you reach more and broader networks. This list is not inclusive of all community stakeholder groups, it is just an example to get you thinking about who should be included on your list.
GROUPS/AUDIENCES RIVERSIDE-SPECIFIC EXAMPLES
Arts/Culture Adrian Dell & Carmen Roberts Foundation, Mission Inn Museum & Foundation, Old Riverside Foundation, Riverside Arts Council, Riverside Museum, The Fox Foundation, Business
Arlington Business Partnership, Greater Riverside Chambers of Commerce, Greater Riverside Hispanic Chamber of Commerce, Riverside County Black Chamber of Commerce, Riverside Downtown Partnership, The Pick Group, local businesses, large corporations, employers
Faith Organizations
Community At Large Arts Walk, National Night Out, Riverside Farmer’s Markets, Riverside Public Library Education
Alvord Unified School District, California Baptist University, California School for the Deaf, La Sierra University, Riverside Community College, Riverside Unified School District, University of California Riverside, private and public schools, PTSA’s Government City Council, boards, commissions, volunteers, other agencies (RTA, RCTC, State, etc.) Human Services Casa Blanca Home of Neighborly Services, Community Settlement Association, Feeding America, Second Harvest Food Bank
Media Black Voice News, KVCR, La Prensa, The Press Enterprise Mobility Riverside Bicycle Club, Riverside Transit Agency, transit users Neighborhoods Contact Neighborhood Engagement Division for a list Nonprofits American Legions, Elks, Family Service Association, Habitat for Humanity, Operation Safe House, Riverside Women’s Club, Rotary clubs,
Outdoors Friends of Mt. Rubidoux, Friends of Riverside’s Hills, Riverside Garden Council Property Owners Commercial brokers, real estate professionals Students Alvord School District, Riverside Unified School District, Riverside Youth Council, individual schools, youth groups
Parks & Recreation Park Advisory Boards, park and trail users, PR&CS customers Seniors Dales Senior Center, Janet Goeske Center, La Sierra Senior Center CITY OF RIVERSIDE 27
COMMUNITY ENGAGEMENT PLAN WORKSHEET
Use these questions to help design the strategy for your Community Engagement Plan.
PREPARE
1. What is the project? (define in detail)
2. Who is the Project Lead?
3. Which other internal departments and individuals are involved?
4. What are the objectives?
5. What questions need to be answered to proceed with the project/decision?
6. Who are the stakeholders?
CITYWIDE COMMUNITY ENGAGEMENT TOOLKIT
28 7. What are the potential impacts of the project to those stakeholders?
8. What information do the stakeholders require?
9. How might the stakeholders influence the decision?
10. Why do we need to engage?
11. What are the risks of NOT engaging?
12. How broadly should we engage?
CITY OF RIVERSIDE 29
DESIGN
13. What influence or impacts will participants have on the decisions? * (Refer back to the Levels of Community Engagement)
*Important note: If stakeholders have no opportunity to influence the decision or outcome with their participation, do not continue planning a community engagement process. In this case, the appropriate action is to “Inform.”
14. What specific engagement tactics will be used?
15. How long will the process be? Is it a simple question we need to answer, or is it a major item requiring ongoing/multiple engagement opportunities and/or decision points?
16. What platforms are best suited for telling this project’s story?
17. How will participants be invited?
18. How will the findings be reported – to participants, to City Council?
CITYWIDE COMMUNITY ENGAGEMENT TOOLKIT
30 IMPLEMENT
19. Now is the time to execute your plan, tell your story and invite response.
EVALUATE
20. Did we achieve our objectives? Why or why not?
21. Diversity – Did we engage with a wide range of voices? How?
22. Accessibility – Did we ensure that barriers to participation were removed?
23. Inclusion – Were all relevant stakeholders identified and included?
24. Relevancy – Were the materials and questions provided meaningful and relevant to participants?
Yes No
Yes No
Yes No
Yes No
Yes No
CITY OF RIVERSIDE 31
25. Responsiveness – How did the community engagement team respond to participant questions? Did the team follow up with participants to share results?
26. Respect – Was the process respectful of participants’ time and input? How?
27. Communication – Did the communication materials provide clear, objective, and helpful information to participants at appropriate phases of the project?
28. Transparency – Were the levels of involvement and influence clearly communicated with participants? Were results and updates reported back to participants?
29. Overall comments regarding the effectiveness of
community engagement.
Yes No
Yes No
Yes No
Yes No
CITYWIDE COMMUNITY ENGAGEMENT TOOLKIT
32 30. Was the process effective? Why or why not?
31. What would you do differently next time?
Please send completed evaluation form along with participant feedback to the Neighborhood Engagement Division (https://riversideca.gov/cedd/neighborhood-engagement) once your process is complete.
CITY OF RIVERSIDE 33
COMMUNITY ENGAGEMENT TOOLBOX:
15 Participation Techniques
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 policy, are innovative, and/or underutilized.
Open meetings are over-utilized, especially since there are so many other potions. Please consider alternative methods when planning outreach events. Also, please review the Community Calendar to see if there is an event that covers a similar topic or involves the same stakeholders as well as events that attendance is expected to be high as it will detract from your event. Your outcome will be better if you are not competing for the community’s time.
Several City staff members have been trained extensively on these tools and many more through training courses, research, and experience. This number will continue to grow with additional opportunities for trainings in the future. If you are interested in more information on ow to use a tool or participating in trainings, please contact a member of the Neighborhood Engagement Division.
CITYWIDE COMMUNITY ENGAGEMENT TOOLKIT
34 TECHNIQUE CONSIDER WHY IT WORKS POTENTIAL ISSUES
Briefings
Use existing meetings
of social groups,
neighborhood
organizations, and clubs
as a platform to provide
information, education,
and hold discussions
Groups often need
speakers and look for ways
to be more involved
Which groups are
stakeholders for your
project? Examples: Rotary
Clubs, parent groups,
Kiwanis, businesses,
HOA’s, neighborhood
organizations, special
interest groups.
KISS – Keep It Short and
Sweet
Be engaging by including
visual aids, props, and
provide opportunities for
interaction
Excellent tool for the “go-
to-them” approach
Control of information
Reaches a 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 you
will need to speak to
multiple interest areas and
concerns
Some organizations have
tight agendas, time may
be limited
Expert Panels
Public meeting designed in
“Meet the Press” format
Staff member from
various departments or
communications team
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 the comfortable with
public speaking?
Be sure questions are
unbiased and include
different topics
Encourages education to
a diverse audience and
potentially the media that
will cover the story
Presents 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
Electronic Forums, Social Media Groups, 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 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
mobile devices 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-reach” and not
all projects warrant groups,
email, or social media
posts
Substantial effort is needed
to maintain accurate
email addresses and
engagement
Won’t attract older
generations or people who
are not tech savvy
CITY OF RIVERSIDE 35
TECHNIQUE CONSIDER WHY IT WORKS POTENTIAL ISSUES
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 all
comments were addressed
Strongly supports the City’s
goal of transparency and
co-creation
Demonstrates active
listening 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 – Riverside Cable Access Channel 3
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 though
Cable Channel 3 but may
come at a cost to your
Department
Video is the fastest growing
method of information –
the brain interprets images
much more quickly that it
does text
Capability to access video
through mobile devices
has made it even more
effective
Our Riverside TV crew
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 Channel 3 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 us 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
Provides in-depth and
personalized information
in a non-threatening
environment.
Builds 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
CITYWIDE COMMUNITY ENGAGEMENT TOOLKIT
36 TECHNIQUE CONSIDER WHY IT WORKS POTENTIAL ISSUES
Charettes
Intensive sessions 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
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
statistically valid
Externally say
questionnaire, feedback
form, poll, etc.
If you need statistically
valid results, a consultant
should be obtained, which
can be expensive
Take great care in
formulating questions
– have several people
review them to ensure
they are clear, won’t be
misinterpreted, and will
gather useful information
Most suitable for general
aptitude 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, can be very
engaging and fun
Statistically valid surveys
are expensive and time-
consuming
“Over-surveyed, under-
represented” is a common
phrase or thought from
some groups within
Riverside so be sure to
thoroughly consider if you
need a survey, what is the
purpose of the questions,
and how will the results 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
CITY OF RIVERSIDE 37
TECHNIQUE CONSIDER WHY IT WORKS POTENTIAL ISSUES
Study Circles
A highly participatory
process for involving
numerous small groups in
making a difference in their
communities
What works best is multiple
groups work at the same
time in different locations
and then coming together
to share out
Structured around an
actual study guide
Large numbers of people
are involved without
having them all meet at
the same 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
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
for
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 in to play
Modeled from IAP2’s Public Participation Toolbox
CITYWIDE COMMUNITY ENGAGEMENT TOOLKIT
38 ADDITIONAL RESOURCES AND MOTIVATION
Community Engagement and Project Management Homepage
https://riversideca.gov/cedd/neighborhood-engagement
Resource Guide on Public Engagement by the National Coalition for Dialogue & Deliberation https://www.ncdd.org/files/NCDD2010_Resource_Guide.pdf
Southern California Chapter of the International Association of Public Participation https://www.iap2.org/page/26/Southern-California-Chapter.htm Video: “Song of a Citizen” interview with Pete Peterson https://www.youtube.com/watch?v=kDlxTRB4Z8g
Video: To Manage Stakeholder Expectations
https://www.youtube.com/watch?v=0EkufUCo5qI
Video: Ted Talk Dave Meslin: The Antidote to Apathy
https://www.ted.com/talks/dave_meslin_the_antidote_to_apathy?language=en#t-1471 Video: Difficult People and How to Deal
https://www.youtube.com/watch?v=Rx6Abkn--Zc
Video: Parks and Rec Town Hall
https://www.youtube.com/watch?v=In9oSjjltOs
Video: The Future of Public Engagement in a Hybrid World https://www.youtube.com/watch?v=cgE0oIHxeYo
CEDD – Neighborhood Engagement Division Library
We have a physical library of books on community engagement that range from using gamification, to inspirational stories and innovative methods. Contact Neighborhood Engagement Division staff to inquire about particular topics, pitch a book you think we should own, or to check out a book.
CITY OF RIVERSIDE 39
DEFINITIONS
Community: Includes individuals or groups who live, work, play, study, visit, invest in or pass through the City of Riverside municipality.
Community Consultation: A form of community engagement that relates to the tools and practices used by staff to enable public involvement in decisions and actions that shape the community.
Community Engagement: Refers to the range of opportunities for public involvement in decision-making, relationship building, and community strengthening. Community engagement is achieved when the community is and feels part of the process.
Community Strengthening: Refers to a sustained effort of building cohesive and inclusive communities. This process aims to increase the connectedness, active community engagement, and partnership among members of the community, community groups, and organizations to enhance social, economic, and environmental well-being.
IAP2: The International Association for Public Participation (IAP2) is an international organization advancing the practice of public participation. IAP2 supports people who implement or participate in public decision-making processes.
Plan: A plan outlines a detailed future course of action aimed at achieving specific goals or objectives within a specific time frame. A plan should identify roles and responsibilities long with resources that are required for execution and/or implementation.
Policy: A policy sets out City Council’s views with respect to a particular matter. It includes a set of principles or rules that provide a definite direction for the organization.
Project: A planned undertaking (including strategy and policy development) that builds, enhances, and maintains City assets or enhances City services in order to achieve a desired outcome, within a defined scope and funding requirements.
Stakeholder: A stakeholder is anybody who has the ability to influence a project’s outcomes either positively or negatively. Stakeholders include identified subsets within the community. These subsets may compromise individuals and/or organizations from across the community that are directly involved in, or significantly affected by the project.
Stakeholders may have an interest if the project has specific change implications or has lifestyle, social, environmental, or economic impacts. For most projects there are likely to be several stakeholders.