Community Outreach and Engagement

Staff Guidance Document

DistributionDistribute copies of this completed document to the following staff upon completion of the project or completion of the initial outreach for a program or initiative:

• Director with accountability for the project• Community Relations & Communications Director• All project planning team members, including the Manager of Community

Relations

2

ENGAGEMENT PLANNING TEAM

The following interests should be represented on the engagement planning team:• project leader/manager (with decision making authority) *mandatory

• Manager of Community Relations• Communications Department representative• representation from all divisions which have a key role• external stakeholders when the level of engagement is collaborate or empower

Date of initial project team meeting: __________________

List your engagement planning team members below:

Project lead*:

Phone number Email Department/Division

Name:

Phone number Email Department/Division

Name:

Phone number Email Department/Division

Name:

Phone number Email Department/Division

Name:

Phone number Email Department/Division

Name:

Phone number Email Department/Division

Name:

Phone number Email Department/Division

Name:

Phone number Email Department/Division

3

PROJECT OVERVIEW

! Please ensure this page is completed accurately as this information informs all key messages and communication both internally and externally.

Project nameName the project for public communications purpose. The name needs to be clear and accessible, and specific enough for residents to know whether they will be impacted.

Decision statement / Intent of the initiativeThe decision statement includes three important pieces of information: the decision maker, the intent of the project and the anticipated timeline.

Project briefBrief description of the background and current status of the project.

LocationIf the project is place-based, the project lead should specify the location. If it is not location-specific, for example a policy, plan or bylaw, then the region of application should be specified.

Decision maker The decision maker for the project is the person or authority making the final decision.

4

LEVEL OF STAKEHOLDER IMPACT

The engagement planning team completes this checklist to determine the level of stakeholder impact and the appropriate level of engagement plan.

Levels of impact Yes No

There is a legal requirement to engage the community and/or stakeholders.

*If yes, this engagement level is at Inform. Aspects of the policy may be implemented only at the discretion of the Divisional Director.

This project is high-profile and the community may care deeply about the project and the potential impacts.

Can the public provide input and influence on an aspect of this project?

*If yes, this engagement level is Consult or higher.

There are direct (real or perceived) impacts on a identifiable group.

Have all aspects of this project been decided by the project lead?

*If yes, this engagement level remains at Inform.

There is a difficult history relating to this type of project in the community.

Stakeholders may be interested in or impacted by this project.

There are direct impacts (real or perceived) on neighbourhoods.

There are direct impacts (real or perceived) on the entire community.

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STAKEHOLDER IDENTIFICATION

The engagement planning team must identify the stakeholders impacted by this project or plan, determine the level of anticipated impact, and confirm the appropriate level of engagement using the Spectrum of Engagement Chart on page 6.

*Additional copies of this page may be necessary in order to identify all affected stakeholders.

Affected stakeholder group or individual

Affected stakeholder group or individual

Affected stakeholder group or individual

Engagement level as determined by the project planning team

Engagement level as determined by the project planning team

Engagement level as determined by the project planning team

Identified impacts (direct and indirect)

Identified impacts (direct and indirect)

Identified impacts (direct and indirect)

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POSSIBLE COMMUNICATIONS

TACTICS

ENGAGEMENT TECHNIQUES

POSSIBLE COMMUNICATIONS

TACTICS

INFORM CONSULT COLLABORATE EMPOWER

POSSIBLE COMMUNICATIONS

TACTICS

POSSIBLE COMMUNICATIONS

TACTICS

SPECTRUM OF ENGAGEMENT

• Information boards in municipal facilities

• Community event activation

ENGAGEMENT TECHNIQUES

ENGAGEMENT TECHNIQUES

ENGAGEMENT TECHNIQUES

• Study circles

• Customized communications tactics

Tactics also include those listed under Inform

Tactics also include those listed under Inform and Consult

Techniques also include those listed under Collaborate

This is one–way sharing of information about a District plan, project or policy deci-sion.

It has been determined by the decision maker or proj-ect lead that all aspects of the plan, project or policy have been decided and com-munity input is not required. The District provides the community and/or stake-holders with information about a project or decision in order to raise awareness and create understanding.

• Email• Online (website/social

media)• Mailouts• Communications via neigh-

bourhood associations• Bus shelter advertising• Site signage• North Shore News

The decision has been made and does not require public input. Information is being provided for the pur-pose of raising awareness.

Use this approach when staff have prepared a draft plan , project or policy with options for input by the community and/or stake-holders.

Consult the community on items identified in the draft plan for the purpose of re-ceiving input and feedback. This will assist in identifying the projects strengths and weaknesses, as well as any unforeseen impacts/conse-quences.

The community’s role is to provide input as requested.

• Online survey• Open house• Focus group• Participation at

community events• Workshop

Use this approach to col-laborate directly with the community and/or stake-holders to develop a draft plan, project or policy.

Community input is gath-ered before developing a draft and their input will be directly reflected in the draft. The community’s role is to fully participate in the process, provide insights and help staff consider short, medium and long-term im-pacts and opportunities.

• Working group• Workshop• Charrette• Advisory committee• Task force

Use this approach to empower the community, which is delegated to make all or part of a decision on a project, plan or policy.

The scope of the delegation is defined by a set of “giv-ens” and “negotiables” or Terms of Reference (TOR). If TOR are respected, the com-munity decision is advanced to the staff decision maker.

The community’s role is to participate fully in the process, respect all parties’ viewpoints and to participate in the best interests of the community as a whole.

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FOLLOW UP MEETINGS

Project name:

Date: Project lead:

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Date:

Date:

Next Steps:

Next Steps:

EVALUATE WORK TO DATE