4 7 14 Work Session Materials - Community EngagementMasterpiece on the Mississippi
TO: The Honorable Mayor and City Council Members
FROM: Michael C. Van Milligen, City Manager
SUBJECT: Community Engagement Work Session
DATE: March 26, 2014
Dubuque
band
AI -America City
11111r
2007 • 2012 • 2013
Human Rights Director Kelly Larson is transmitting information for the Work Session on
Community Engagement.
Mic ael C. Van Milligen
MCVM:jh
Attachment
cc: Barry Lindahl, City Attorney
Cindy Steinhauser, Assistant City Manager
Teri Goodmann, Assistant City Manager
Kelly Larson, Human Rights Director
THE CITY OF
Dui
Masterpiece on the Mississippi
TO: Michael C. Van Milligen, City Manager
FROM: Kelly Larson, Human Rights Director
DATE: March 25, 2014
SUBJECT: Community Engagement Coordinator Worksession
Dubuque
trati
a -America City
1111'
2007 • 2012 • 2013
INTRODUCTION
The Human Rights Department has requested aworksessionwith City Council in order to begin the process of creating a
shared understanding between Council, staff, and community members regarding what we mean by community engagement
and how we see the process to institutionalize community engagement unfolding in the future.
We plan to offer a powerpoint presentation describing our understanding of what it means to coordinate community
engagement efforts in the organization and our plan for strengthening those efforts in the organization. We welcome the
Council's questions and ideas.
Prepared by:
Kelly Larson
Institutionalizing Community Engagement
Presented by:
Nikola Pavelic
Community Engagement Coordinator
Human Rights Department
THE CITY OF ,
DUB
Masterpiece on the Mississippi
Community
Engagement
Areas We'll Cover
Background
• Reasons for more
robust CE process
• Who is responsible
for CE
• Benefits of
institutionalizing CE
1
• Aligning current
City of Dubuque
resources with CE
• Answer to: What
does CE look like?
• Steps towards
alignment
• CE process
• Continuous
Improvement & CE
• Opportunities
CEC role
• CEC's Current
projects
• Question & Answer
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Community
Engagement
Reasons for a more robust CE process
2
410 Continued community members desire fora government
that is more responsive, accountable and effective.
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There is a need for greater trustworthiness, tailored and
coordinated policies, services and resources.
Desire for government decisions, policies, and services to
reflect community members.
The hard realization that government does not have the
expertise, resources or influence to solve all issues alone
can lead to thoughts of "What is the relevance of
government services?" instead of partnership.
Community
Engagement
Community
Engagement
Who is responsible for CE?
Community member
perceptions are
influenced by all of
our processes, tools,
skills and decisions.
Community member
interest, capacity and
support.
3
As a result, it takes all
staff doing CE in
shared ways and with
adequate support so
that the public sees
consistency in practice
across departments
and roles.
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Potential benefits of institutionalized
Community Engagement
The money we invest in public services has a higher return on investment as community
members are informed and see relevance/meaning of the current services.
Better identification of the public's values, ideas and recommendations.
Community support and endorsement of projects due to tactful collaboration
More trustworthiness- in each other and in local government.
More civil discussions and decision making.
Opportunities for cooperation, co -learning and critical reflection build staff and community
member capacity for an inclusive and democratic quality of life.
Increased access to networking opportunities, information, resources, individual
acknowledgment and a sense of contributing to community's and personal resilience and
thriving.
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More informed community members -about issues and about local government.
Improved local government decision-making and actions, with better impacts and outcomes.
Utilization of local knowledge and application of that knowledge to the outcomes or means
towards the outcome.
Increased local understanding of government processes.
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Community
Engagement
4
Alignment thru Coordination
Library, Health
Services and
Transit Division
Budget Director &
Housing and
Community
Development
Human Rights,
Emergency
Communications
& Planning
Services
5
Sustainability
Community
Coordinator &
Fire
1
Legal, Public
Works, Economic
Dev. &
Engneering
Public Info. Officer &
Leisure Services
Neighborhood
Development
Specialist &
Police
Departments impacting Community
Engagement via:
• The process of CE
• Data sharing required in order to
apply the right CE process to a given
situalLapa
Websit ocia
I ntersdiaital
Leadership
ksh op s
Yr„.
City Resource Guide & City Focus
city Life & Police
Academy
Boards & Commissions
Cultural Voices &
Ci les
Council meetings
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Community
Engagement
Current Status
Information exchange:
Website, Social Media,
City Resource Guide, City
News/City Focus,
Intercultural Leadership
Workshops, City Life,
Police Academy, etc.
•
6
Consult:
Boards and
Commissions,
Cultural Voices
Council
meetings
Involve
Circles
B -Branch
Washington
Neighborhood
Marketing Plan
Collaborate:
Empower
•
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Community
Engagement
Institutionalizing the practice of CE
Decide on a framework -what does CE
look like
Determine the process
Develop tools
Integrate into existing organizational
processes/tools where possibl e
Allocate resources
Provide develop opp
Evaluate impact
Develop an improvement process
Diffuse away from one person/one
department solely
7
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Community
Engagement
What does CE look like?
Inform
ACTIONS BY LOCAL GOVERNMENT TO INVOLVE RESIDENTS
Consult
To provide the To obtain
public with public
balanced and feedback on
objective analysis
information to alternatives
assist them in and/or
understanding decisions.
the problem,
alternatives,
opportunities
and/or
solutions.
8
Involve
To work
directly with
the public
throughout
the process to
ensure that
public
concerns and
aspirations are
consistently
understood
and
considered.
Collaborate
To partner
with the public
in each aspect
of the decision
including the
development
of alternatives
and the
identification
of the
preferred
solution.
Empower
7
To partner
with public in
each aspect of
the decision
and provide
flexibility for
shared
ownership of
action.
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Community
Engagement
Where the
continuum
comes into
play.
Expand knowledge/perceptions/feelings
Purpose
Issues
Context
Format
Process—
Participation ---
I
-Communication -
I
Capacity
p Ity---
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9
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9 Outcomes Dus
dCcenure r:x.\te•,;eve„;
Community Engagement Process
1
Community
Engagement
10
CE process Outcomes
We
understand
the CE
process
within the
bigger
objectives of
the:
We know the
stakeholders
to engage in
meaningful
and relevant
ways for them
and us.
•Project
•Dep service
•Policy
•Decision-making
process
•Resource
allocation
process
We have
named the
goals of the
CE process,
aligned them
with the
bigger
objectives
and resources
of org.f dep.
We have
identified the
risks and ways
to manage
them.
We have an
evaluation
process in
place which
covers the
process itself
and what
impact it had
on the overall
objectives.
1
We have
increased our
knowledge,
attitudes,
skills and
aspirations
related to CE.
We have a
com m unica tio
ns plan which
invites and
communicate
s progress in
meaningful
and relevant
ways to our
stakeholders.
Community
Engagement
Continuous Improvement for CE
Expand knowledge/perceptions/feel ngs
Purpose
Issues
Context
Format
11
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v;rt-
--comm, lcatan--------------
C;raclty--
Outcomes
3
_ g What went well and is there room for
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V
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4
n
improvement? Why?
Data to further ask:
What needs to be enhanced in terms
of skill, process, tools that is in our
realm of influence? Where do we
need partnerships?
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Community
Engagement
CE is a process which takes into account current staff
resources, skills, processes and overall systems in
order to provide all community members meaningful
and relevant opportunities to influence
projects)/policy(s) and/or contribute towards a
solution through partnership with the city.
12
Because the CE process depends on the current resources,
skills, processes and systems it requires continuous
learning so that the impact of existing resources, skills,
processes and systems on the CE process can be evaluated
and enhanced leading to more efficient and effective
public participation.
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Community
Engagement
Community
Engagement
What does CE Look like?
AC -IONS DY LOCAL GOVERNMENT TO INVOLVE RESIDENTS
Inform
Consunilidte
Incorporate/ Collaborate
InGJae
Empower;
ACCept
Intpilre
Prrprzse
Ekpless upiriuns
OISI]ISS' Take part on
Deft'elate/ aunlinuin'i basis
Vaunter
AttIIt1P.
Iesl:urrstily;
Initiate
ACTIONS BY LOCAL RESIDENTS TO PARTICIPATE IN LOCAL GO' ERNVENT
Lxpand knumdedge/perceptions/reelines
Purpose
Issues
Context
Format
- -P3rEopaton-
E3:urn' MIC nlr:m
- -C3pEIEr
•
Outcomes
13
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rn
Continuous Improvement
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CEC focus areas & projects
2013-2014 Focus areas:
• Organization wide strategy
• Staff support
Meet needs
Activities
CE content and process research,
development
Core team organization and
coordination
MindMixer pilot
HRD Commission
Outline Engagement workshops
Outline Community Engagement
worksheets/D01 material
14
7. As needed: fracking, land use and
sustainable Dubuque Collective
meetings
8. Assist with HRD restructuring
9. Assist with Residents Lead
Assist with Volunteer Center
Comprehensive Plan
InclusiveDubuque (Community
Engagement Chair and Core team
member)
13. City Life (development,
evaluation, marketing,
facilitation, alumni coordination)
THE CITY OF
DUBT Q JE
Mrrstcrpiecc on the Mississippi
Community
Engagement
Project: Research & Development
(:ommunity
Lngagrmrnt
fIurluint
auiauwuwl:.laY
Topics Covered
• Why institutionalize CE
• What is CE?
• What does CE look like?
• Process of CE
• Vision for Community Engagement
through Partnerships
• Staff CE skills
• Barriers and opportunities to CE
• Resources
• Potential tools
Main Sources
• Institute for Local Government
• National Coalition for Dialogue and
Deliberation
• International Association for Public
Participation
Internal document • Involve Organization
• Queensland Government
• City of Austin
• City of Portland
15 • City of Madison
Input process
• Content approval by Human
Rights Department
• Content approval by City
Manager
• Content approval by the
core internal staff
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Community
Engagement
Project: Internal Staff Group
This multidisc
be working
practical
Tong -term
institutionaliz+
the interr
Performance metrics
Resource
allocation
Current accomplishments
• Approval of the Interna
• Agreement on the proces
Current members:
• Cori Burbach- gran&poj StyLoo�
rdinator
• Megan Starr- Economic Development Coordinator
• Dan Kroger- Recreation Division Manager
• Jerelyn O'Connor- Neighborhood Development Specialist
• Ftialwinolfluman Rights Director
• T h n enn-Assis
• in itlat oR -c bm
if of mee'' gs held: 2
Creative, diverse & committed
n; wz.tih U!131 I)i? N..'o'.t Wit r. rf
Current activities
to Institut
nalize CE
Finalize
Shared City of
taiaterWiwaaurorCE
mun+ty engagement moor inator
• Each member fills out fe 21 uestionprl vey and asks 2 more city staff to do so as well
• Each member cotzres up with their pro i, =s for what the group will accomplish, our
milestones aepn steps Key
input Test stakeholder n: ,:,•„ L=
16 inpu_ D B
Community
Engagement
Barriers to institutionalizing &
•racticin: CE
• People level
> Lack of time to plan and design
> Beliefs that "My job/position is to
make smart and sound decisions for
the public and they should trust me"
and "It is not my job to fix what I'm
paying taxes for you to fix."
• Organizational level
> The will and commitment to promote
participation is greater than the
individual and organization capacity to
make it effective.
> No connections between key
departments/collaborators.
> Legal barriers or limitations.
• Engagement Experience Level
> Defining problems and solutions in
advance.
> Episodic, time-limited or narrowly
focused engagement experiences.
> The interest in participation is not
matched by the willingness to change
and integrate input into final
decisions.
• Process Level
> Finalizing the timing of engagement in
policy development and planning
processes.
> Determining and securing needed
leads and facilitators.
> Addressing and managing distrust and
disinterest.
> Finding ways to reduce barriers to
involvement.
Project: Human Rights Commission
• Purpose: align staff and commission with the city
ordinances in more effective ways to meet commission,
staff and public needs.
• End result:
— Recommendations were reported to the Human Rights Director
and Human Relations Specialist
— 28 recommendations were related to process/tools
— 4 recommendations were related to learning
opportunities/development
— 8 recommendations were related to facilitation/role clarity
• Next steps:
— Meet with the Human Rights Director and Human Relations
Specialist to determine next steps and my role within them
17
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Community
Engagement
Project: CE Workshops
• Purpose: to assist new staff in understand our city's approach to
community engagement and to assist existing departments in their
integration and implementation of the practice.
• Process:
— Develop a CE workshop for the city wide orientation process
• End result: to help staff understand basic concepts and how to
utilize key tools
— Develop a CE workshop for up to 4 staff to go through each time and in
the end have a department specific community engagement plan.
• End results:
— Each department has a plan which reflects how the
department will integrate CE into service
design/evaluation/addition and/or initiative/project.
— Data collected to see patterns across departments regarding
barriers and opportunities to CE process deployment for our
organization.
18
1
TCcr:nurv' r:.. te•Atiin;
Community
Engagement
Project: Comprehensive Plan
• Purpose: Use Community Engagement to help residents see
the comprehensive plan as a community document needing
everyone's contributions & have the plan represent all of
community member's perspectives.
• Outputs so far:
— Outlined the target audience and made a contact list for
each
— Learn from the target audience best ways to communicate
your efforts and what would make the project meaningful
to them
— Developed an engagement plan and timeline (consistent of
online and offline)
• Next steps:
— Join the technical team for the project
19
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Community
Engagement
Project: I ncl usiveDu buque
• Purpose: Assist with the development of activities, processes
and tools that will provide diverse community members an
opportunity to inform the initiative and connect them
towards meaningful and relevant action/information.
• Outputs so far:
— Facilitated two committee meetings to help the group
have dialogue about the committee's purpose, their
hopes/expectations and narrowing of action ideas
— Assisted a sub -committee of 4 to develop two major
activities, action steps for those, roles and responsibilities
and timeline
20
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Community
Engagement
Community Members
Council Goals & Priorities
Human Rights Department yearly plan
• Organization wide
strategy for
institutionalizing CE
• Internal staff
coordination and
contribution
21
• Staff assistance via:
• Planning
• Sharing in
responsibility
• Program
development,
management and
evaluation
• Partner initiative
assistance
Masterpiece on the Mississippi
Community
Engagement
Question & Answer
DUBUQ
Community
Engagement