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2 1 16 Work Session_Community Engagement Copyright 2014 City of Dubuque Work Session # 1. ITEM TITLE: 5:00 PM- Community Engagement Work Session SUMMARY: The Human Rights Department will present a progress report on planning, implementing, and evaluating staff's community engagement work. SUGGESTED DISPOSITION: ATTACHMENTS: Description Type Community Engagement Work Session-MVM Memo City Manager Memo Staff Memo Community Engagement Work Session Staff Memo Community Engagement Definitions Supporting Documentation Communitiy Engagement Guiding Principles Supporting Documentation Community Engagement Types Supporting Documentation PowerPoint Presentation Community Engagement Supporting Documentation Work Session THE CITY OF Dubuque UBE I erica .i Masterpiece on the Mississippi 2007-2012-2013 TO: The Honorable Mayor and City Council Members FROM: Michael C. Van Milligen, City Manager SUBJECT: Community Engagement Work Session February 1, 2016 DATE: January 25, 2016 Human Rights Director Kelly Larson is transmitting information for the City Council Work Session on Community Engagement. // 'zj� k�4 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 Dubuque DT TIR F �J L L 1111 enIa II 1IIIh' Masterpiece on the Mississippi 2009.2012.2013 TO: Michael C. Van Milligen, City Manager FROM: Kelly Larson, Human Rights Director DATE: January 20, 2016 RE: Community Engagement Work Session February 1 , 2016 The purpose of this memorandum is to forward information for the City Council Work Session on Community Engagement scheduled for February 1 , 2016. Discussion The goal for the work session is to provide a progress report on planning, implementing, and evaluating staff's community engagement work, answer questions City Council members may have, and receive Council member feedback on the progress being made. A copy of the PowerPoint presentation that we will use for the work session is attached to this memo. Our presentation will include a review of the definitions staff has created to ensure we have shared understanding of what we mean by certain terms we use as we carry out this work. While the term "community engagement" has many potential meanings, we are referring specifically to the work that local government does to involve the public in decision making. In addition, we have developed a set of guiding principles that we will seek to align our work around. We also will briefly review the importance of the planning process. Effective public involvement in decision making requires that we clearly outline the goals we hope to achieve through engagement, the type of engagement we intend to do, the audience(s) we need to reach, the risks of engagement and how we might mitigate those risks, and how we will communicate the opportunities to be involved and the results of the engagement efforts. It also is best implemented through a team approach that includes staff with expertise in the subject matter, staff with expertise in process, staff with expertise in communication, and staff who can be available to assist with facilitation. To help staff be more effective in this planning, we have created a community engagement toolkit that can be used to work through each of these steps. One of the core tools in the toolkit is a chart that explains the different types of community engagement that may be chosen for any particular project. The chart is attached to this memo. Determining what type of engagement is most appropriate for the issue at hand helps staff with the remainder of the engagement design so that the impact the engagement process has matches the intent behind our decision to involve the public. This clarity of design is important to maintaining public trust in the integrity of our process. At the work session, we will explain our proposal for how we might evaluate our community engagement efforts on an ongoing basis. The effectiveness and efficiency of our engagement processes can continue to improve only if we take the time to regularly evaluate how our engagement efforts are proceeding and determine what lessons we are learning and what adjustments we need to make. It is similar to the post-incident reviews we conduct in our public safety work, and is part and parcel of what it means to be effective in our governance role. The guiding principles we have developed also will serve a role in helping us to evaluate our success. Finally, we will move into the details of the projects that have been part of our engagement work over the past year. We will provide a more detailed review of some recently completed projects so that the Council might see what this looks like in action and the results that have been achieved. We will also update the Council on how community engagement is playing a role in the Resilient Community Advisory Commission work. Action Requested This is background information for the work session. No action is requested at this time. cc: Nikola Pavelic, Community Engagement Coordinator Teri Goodman, Assistant City Manager Cori Burbach, Sustainability Coordinator Jerelyn O'Connor, Neighborhood Development Specialist Dan Kroger, Recreation Division Manager 2 Governance is the development, implementation, and/or revision of ordinances, policy, programs, services, comprehensive plan, budget, City Council goal setting, and needs assessments and other small-to-regional plans. Community Engagement: a process to involve residents in necessary decision making prior to a final decision or action being taken. Community Engagement focus area: department(s) project; policy/ordinance; city wide planning (budget, comp plan, goals, zoning); needs assessment; service/program; response to community needs Community Engagement type: inform, consult, involve, collaborate or empower City of Dubuque guiding principles for planning, implementing and evaluation of community engagement. Inclusion means: • Reaching out to and encouraging the participation of those who will be affected by the issues including those who may be marginalized or those who have had limited participation in the past • We strive to hear and acknowledge all views on the topic at hand • Cultivating and leveraging networks to reach community members • Honoring cultural practices and using culturally relevant facilitators when possible Accountability means • Ongoing communication with participants through each phase of engagement process • Reporting back to engagement participants on how we used their input • Considering community member input during final decision(s) making • Commitment to allocating sufficient time and resources for planning, implementing and evaluating the engagement in accordance with our principles. Transparency means • Intentional consideration given to involving community members in the process of defining the issue/topic at hand. • Clearly stating at the outset the specific objectives, milestones and endpoints as well as known constrains or boundaries. • Using community input as one key source of information and expertise on which to draw for the purposes of decision-making. • Providing timely access to clear and accurate information, including the reasoning that leads to and supports the policy conclusion; Easy Participation means • Participants will have the flexibility to participate in a variety of ways, including online and in person. • Venue is accessible, time of engagement accounts for the needs of audience members, printed material is easily understood and readily available. Based on the needs of the audience, additional accommodations which staff strives to coordinate are: language assistance, childcare, and transportation. • Engagement opportunities are widely marked so community members are aware of the ways to contribute. Learning Oriented means • Measuring whether our community engagement efforts are meeting established CE goals and guiding principles; and sharing the lessons learned with city staff in order to improve future engagement practices. • City staff assesses the application of civic engagement principles with community members. • Using CE to improve government outcomes 11 Page City of Dubuque guiding principles for planning, implementing and evaluation of community engagement. Adequately Resourced means: • Having appropriate guidance, tools and trainings to plan, implement and evaluate community engagement. • Investing in long-term working relationships, having opportunities and ongoing open collaboration between community members, community groups, elected officials and city staff. • Coordinated community engagement across boards, commissions, and departments. • Allocation of time and financial resources to plan, implement and evaluate community engagement. 21 Page Below are the 5 types of Community Engagement approaches you can apply to your project. Please note that the "Inform" type is no better than "empower". What matters is what is needed for the project at hand and the people involved and impacted. Please familiarize yourself with this key and then continue below. Inform Consult Involve Collaborate Empower Goal:To provide the Goal:To obtain public Goal:To work directly with Goal:To partner with the Goal:To partner with the public with balanced and feedback on analysis, the public throughout the public in each aspect of the public in every aspect of objective information to alternatives,and/or process to ensure that decision including the co-creating around the assist them in decisions. public concerns and development of project and provide understanding the aspirations are consistently alternatives and the flexibility for shared problem, alternatives, understood and identification of the ownership of action. opportunities, and/or considered. preferred solution. solutions. Our promise to those Our promise to those Our promise to those Our promise to those Our promise to those involved: involved: involved: involved: involved: We will keep you We will keep you We will work with you to We will partner with you in We will present unbiased informed. informed, listen and ensure that your concerns each aspect of decision. information to decision acknowledge concerns are directly reflected in the makers, co-create possible and aspirations, and alternatives developed and options with you to present provide feedback on how provide feedback on how to the decision-makers and your input influenced the your input influenced the support your leadership in decision. decision. implementation. In this type of In this type of In this type of engagement In this type of engagement In this type of engagement engagement the engagement the the community: Gets the community: Partners the community: Decides community: Gets community: Shares input involved early on from the start with us information 3 r 1 T1 LA elk ' �♦ I'M Opi a : 2/ 1 /2016 Community Engagement Work-Session " Democracy is about working together to accomplish more than we can as individuals. It is about bringing all stakeholders to the table so everyone can get what they need . When democracy functions as it should, we are all winners." — Wayne Smith GOALS FOR TONIGHT'S WORK-SESSION : 1 . Provide a progress report on planning, implementing and evaluating community engagement work 2 . Gathering City Council input on the progress Tonight's agenda Word definitions ❑ Reminder of the community engagement planning ❑ Explanation of community engagement evaluation proposal ❑ Overview of 2 recently finished community engagement projects ❑ Resilient Community Advisory Commission update ❑ "Value to Residents" ❑ City Council input and questions _ � . _ - ,�. i►r..•� ,. �� t_ .: � , � What do we really mean ? M Key Terms: ❑ Governance ❑ Community Engagement Community Engagement Focus Area Community Engagement Type ` ENGAGEMENT TEAM TYPE o� AUDIENCE RIS SK RISK K '1 GOALS 0 '� COMMUNICATION v I 1 Do we know how to Have we named the Have we identified Do we have a Do we have an engage community CE process goals the risks and ways to communication evaluation process members in and aligned them manage them? plan? in place? meaningful and with project relevant ways to them objectives? Tool: Project Risk Tools: Content Tool: Evaluation and us? Management and Material Type Tools: Type of CE, Development, Tools: Community CEgoals, Communication Members Map, Techniques Channels Connections, & Levels of Impact Project updates ❑ 19 projects picked for 6 on horizon Community Engagement ■ Consolidated Plan planning process ■ Comiskey Park 14 chosen because resources ■ Bee Keepers and timing were sufficient for ■ Comprehensive Plan planning and implementing ■ ADA programing and services CE ■ Aquatic Center ❑ Out of the 14 chosen projects: 6 completed 2 Planning,/implementing, ■ City Life redesign ■ FY2018 budget ■ FY2016 budget ■ Resilient Community Advisory ■ FY2017 budget Commission ■ Equity Profile Community Engagement ■ Health Needs Assessment ■ ADA city facilities — 1 YOU & A GUEST ARE n,ecr of INVITATIONS INVITED .,. B fryinr un Nir Aliapadyp .- ue, ro ram • J� �_?1 to t^elp improve a City of Dubuq p 9 If VA 0 DAM71MEd LOfAno" Food .a SAWrviay„Lbrer+ 'X a imp � 11.03»—_iR � prburce � pq aavMx Ndd,�arwat cu+cCr vain r,,a� 0 �5S�d9.41c_DO YOU HAVE DIFFICULTY7 GETTING To T li I� 1 USING _ BUILDINGS - - - - CITY lei Come and let o.knew gelling fe 6 using 1 1 11 I I I ubuque residents and stakeholders are invited to "COME TO THE TABLEII ���J • Conte attd cher , I a kontotn' and share your"ingredients" (ideas) to help create a "meal" (budget) cs, eiitdly's healUt Phtn:Help pate:Thursday, tts identify neU011s we can taller �" g Pulp; a that serves our community! p ms will be aa^e°lo: 'J f H Revleav,alamunity neeos aaaeaament abenyllgllaae°a "`°a '°°°ran"`,.,,. S TO SHARE YOU F,avId aback.d kmanhplaa, R IDEAS 35055ton anaarnon pian,. wad oP:Zllna pw4,a.eea Tlme: 1Y30 PJ Pick one ofou.Communi f arl Snack'.In"o'fthe didoguej es to attend helole prooidedl 1 I I I „ I ua.bl.to i "'`°Me'°aH April 29"'from 11:30 a.m.-1:30 a Pital,Conference Room 6 P.m. 250 Mercy orMUltiruffural Fa �a :•av rd:,b Mmlly Center ontlaY.May 0 NeystoneA from 0:30 p. ._6:30 P,m. Ui'nuc2t r- L �'= 57 Central Aw 2310 Ch �.Room 1ABC rg Hall or Mulncul° aneY Rd Tuealaa.Mayfrom 5:30 Library,Aiger ler AuditonOm p.m.-7:00 360 W 11e SI GIrIN/MIF Staot inComml budget®city0fdubuque.org "+Y RmeCmrl'+n Igl.W�u na a: I Sdcz'l.nl Wme a9ue1 563.589.4110 �I�IwMIa9wl rak° Report and video �iy ofDubu9ve City Life Input Sessions Collective Report wF"r"M m.-M creereabr�"°�' 1�13�1015 Return on investment Engaged 43 alumni and newcomers to reshape the program Returned program participant numbers back to 15 + per program offering Now have 95 program alumni 80 70 60 50 49 Pre agree 40 41 ■ Post agree ■ Pre neutral 30 ■ Post neutral 20 Pre disagree 10 Post disagree 1 0 0 0 Understand how to Understand how to access services influence government Evaluation of Community Engagement Measures: • Met Community Engagement goals • # of residents engaged based on demographics • Which CE type was used the most Community Engagement guiding • Where did we involve the public the most principles: • Cost • Inclusive • Time • Accountable • Managed risks • Transparent • Accommodations made • Easy participation • Communication channels used • Learning oriented • Participant evaluation • Adequately resourced • Barriers to planning and implementation of Community Engagement with their impact Annual Evaluation of Community En agement Report created and sent to: City manager and Department managers ➢ Done once a year before Council Goal setting ➢ Completed by the Input/discussion session Community with City manager &/or Engagement Core Group Departments &/or community around report findings. Recommendations made to City Council for consideration. Staff act on the recommendations City Council considers the City Council puts forth. recommendations Li BUDGET COMMUNITY ENGAGEMENT THE CITY OF �w icm�¢u„w.g nr. Dus E Masterpiece on the Mississippi Help Us Get Mone People tor.. .410 Cont4bute to the z® �, CrtyBudget Pr=.gs Come tohearanovervrewofMe upcomingCityBu *t 6:0[e P and shareyourideas on how to increase participation in futureCrtybudgetplanning �” r_�, ` Learnabout. a fiend or ne;�hb°r Cityneeds grin9 Expectations 3�osted b _ Goals City Staff_ Multicultural Family Center to confiffflymrame"daw' please WeAdnesday,June 17 calloremailitephaWePaWWrie 0o C?.-00- b.-/op , , , , Budget Community Engagement I City Life Alumni ❑ Neighborhood Associations Boards and Commissions Themes & Recommendations � sok ,�� S�oUi� �a LA (tea -' t 00000 34 YG _ �N gas• . llG� � 21 `2t<M Ash �s c� 001 II�y Y�-•� f ,d?rsp etaw d F� �y S 1 �;bh -4 HEALTH IMPROVEMENT PLAN Health Improvement Plan Community Engagement Plan was created very late in process by a couple key partners. Health Improvement Plan Barriers ❑ Time Constraints created challenges in making the engagement more meaningful to participants ❑ Lack of time to plan and design community engagement ❑ Not enough staff to fulfill the different roles Health Improvement Plan Lessons Learned ❑ Start early Help task force members see value and provide support/resources ❑ Having key champions in each steering committee is important The Cafes worked — it was interactive and allowed people to talk. What is next: Resiliency Advisory Commission Cori Burbach, Sustainability Coordinator Resilient Community Advisory Commission City Council priority to develop a process to create a RCAC Why develop a community engagement action plan? Impact of a new commission on organization and community Variety of stakeholders Need for all stakeholders to understand the role and working processes of a commission Need to develop a shared understanding of the "resiliency" Developing a Community Engagement Action Plan Engagement of multiple departments Definition of staff roles and resources needed Identify project goals, timelines, and parameters, key definitions so all stakeholders have shared understanding of expectations Identify stakeholders Identify evaluation metrics early in the process so that we can objectively critique our work at the end of the process Why Community Engagement? Teri Goodmann, Assistant City Manager Thank you . Questions?