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INTRODUCTION ......................................................................................................................... 1
I. PUBLIC ENGAGEMENT AND PARTICIPATION STRATEGY ................................................... 5
II. PUBLIC COMMUNICATIONS AND OUTREACH STRATEGY ............................................. 146
APPENDIX A: PUBLIC ENGAGEMENT CALENDAR .................................................................. 179
APPENDIX B: STUDY TEAM ORGANIZATIONAL CHART ............................................................ 20
APPENDIX C: PUBLIC ENGAGEMENT AND PARTICIPATION STRATEGY ................................... 21
APPENDIX D: PUBLIC COMMUNICATIONS AND OUTREACH STRATEGY ................................. 22
ACKNOWLEDGEMENT OF SUPPORT AND DISCLAIMER
This material is based upon work supported by the United States Federal Highway Administration (FHWA) under TDGII‐P‐26, Cooperative Agreement No. DTFH61‐11‐H‐00007. Any opinions, findings, and conclusions or recommendations expressed in this publication are those of the Author(s) and do not necessarily reflect the view of the FHWA.
The work that provided the basis for this publication was supported by funding under an award with the US Department of Housing and Urban Development. The substance and findings of the work are dedicated to the public. The author and publisher are solely responsible for the accuracy of the statements and interpretations contained in this publication. Such interpretations do not necessarily reflect the views of the Government.
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INTRODUCTION
The Livable Claiborne Communities (LCC) team presents a broad‐based Public Engagement and Communications Plan designed to engage the study area’s multi‐faceted community, business and regional perspectives and to identify their mutually beneficial relationships.
The Public Engagement and Communications Plan described here recognizes that livability along the corridor will be defined by its residents, institutions and long‐time businesses during the early stages of the project. It will also be defined by those distant neighborhoods and businesses that today depend upon the transportation infrastructure passing through the area for city‐wide and regional connectivity. The combined study focus that joins a United States Department of Housing and Urban Development (U.S. HUD) Challenge Grant: Livable Neighborhoods, Revitalized Corridor Targeted Planning Initiatives; and, a United States Department of Transportation/Federal Highway Administration (U.S. DOT/FHWA) TIGER II Grant: Inter‐parish Claiborne Corridor Transportation Plan, demonstrates a collaborative approach represented by the federal agencies jointly awarding these grants in the concept of linking a commercial spine and regional connector, Claiborne Avenue, to its residential neighbors and their concepts of a livable place.
The study’s scope and its engagement process is meant to fully investigate a broad array of the options for the future, to consider both short and longer term ideas for change and a range of scenarios, their costs, benefits and tradeoffs, to raise awareness of the diversity of needs and visions that exist for the study area, and to present new possibilities that have not yet been conceived.
Engagement is designed to feature the study area’s unique neighborhoods with their rich histories, multi‐generational families and strongly rooted cultural traditions. It also focuses on the long stretches of commercial development and the burgeoning Bio‐Sciences District that represent the possibility of new vitality and economic opportunity. Additionally, engagement must also attend to the broader constituencies that rely on the corridor as a major thoroughfare within the City and throughout the region. Engagement must help these groups and their individual members find ways to participate together and be heard by the study team, by the City and its partner agencies, and most importantly, by neighbors within the study area and within the region to raise awareness of the challenges, potential, and promise of the corridor and its communities.
The Claiborne Corridor study area has been the subject of considerable public interest and tension through its many years of decline and disinvestment. The area not only experienced the urban flight like many other US cities, but the elevated section of I‐10 over the former commercial heart of African‐American New Orleans has provided an additional source of community dismay and distrust. This study will look into the future to raise the prospect of greater economic opportunities and more self‐sustaining and enriching community life for study area residents. It will consider the area’s infrastructure from regional economic and access perspectives as well as from community livability and connectivity perspectives. Public engagement is a critical element of the success of this study. It will open
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conversations between people that must hear and understand one another’s interests, particularly those that are shared, to raise awareness of the corridor’s potential as it both serves the corridor’s regional and citywide neighbors, AND is a better neighbor to those that want enjoy the accessibility and proximity that gives it value.
This engagement has been designed to consider the priorities of the study area’s residents and businesses in ways that did not exist 40 years ago when major transportation investment linking the Port and Central City of New Orleans to the region was the highest priority. Today’s process of involving business, major institutions and neighborhoods, as discussed in this plan, has the ability to begin the process of mitigating or, as a member of the Project Advisory Committee recently said, “heal” effects of past decisions. Engagement will do this by encouraging and facilitating residents and business leaders to hear one another’s stories, to understand all perspectives, and to make decisions based in a familiarity and respect for these various perspectives. These stories will be informed by individuals heard during stakeholder interviews and throughout the study process, and by what is found in the data and analysis connected to what matters to the individuals and groups that have a stake in the future of the corridor.
The planning team will organize a series of forums that build this dialogue about the project, helping people to more broadly understand the full range of needs and mutual interests that lead to a set of potential strategic investments that make the community, as a whole, better off. These will occur as business meetings in board rooms, technical discussions with local experts and program directors, as community discussion forums in the neighborhood‐based centers, and as civic group and neighborhood gatherings around kitchen tables. The results of the public process will be incorporated into the study’s integrated pillars of Transportation, Land Use, Sustainable Design and Economic Development to aid in developing holistic feasible alternatives for community revitalization.
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The following 7 questions will be answered through the participatory process and will represent each stage of project engagement:
How are the communities and corridor working today?
How are they being impacted by what’s already planned and being built?
What is the potential for the future based on visions of participants and opportunities discovered through study investigation and analysis?
What strategies and improvements take advantage of that potential and how are they working in other places?
Considering priorities established by participants, what are the costs, benefits and trade‐offs of each of the proposed short list of scenarios featuring these strategies and improvements?
Which of the proposed strategies and improvements do participants collectively want to pursue for further investigation and development?
What needs to be done and by whom to move these strategies and improvements forward?
Definitions of livability by participants early in the study will be converted into goals and objectives. Those goals and objectives as well as the project’s purpose and need will be converted to evaluation criteria by which concepts and ideas will be rated and ranked. To arrive at each of these points in the process the plan must recognize both sides of public engagement: communication and outreach, as well as engagement and participation techniques or strategies. Therefore this plan is organized in two parts:
1. Public Engagement and Participation Strategy
2. Public Communications and Outreach Strategy
The Plan’s 5 Engagement Goals
Integrate public common ground into the study
Provide detailed facts and information on the study
Encourage public
dialogue
Identify mutual interests
Ensure all public
perspectives are engaged
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Refer to Appendix A for detailed public engagement calendar.
The team members responsible for delivery of the major components of this plan are as follows:
Team members Public Engagement Roles
Kittelson & Assoc., Inc. Content direction, review and client correspondence & product delivery, organize, provide meeting content & graphics and facilitate neighborhood public meetings
Goody Clancy Content support, review, organize, provide meeting content and facilitate neighborhood public meetings
Perez
Maintain and update stakeholders contact/meetings list, Meeting facilitation, base mapping & materials preparation, graphic/text documentation of outreach activities and strategic direction lead with support from Design Jones, Team coordination
Bright Moments Meeting logistics, media outreach, and maintain & update participant contact lists, support strategic engagement direction
The Hawthorne Group Web site set up, maintenance, & activity reporting
DesignJones Graphic/text documentation of outreach activities for grassroots and youth engagement
Strategic Economics Economic and workforce development, content support, interviews, presentation
W‐ZHA Commercial market content support, interviews, presentation
Zimmerman Volk Housing market content support, presentation
The planning team’s subject matter experts in housing and commercial real estate, economic and workforce development, urban planning, civil engineering, architecture and urban design, real estate finance, traffic and transit operations, and active transportation will participate in interviews, public meetings, and aspects of the study where their expertise is being discussed. The team’s complete technical team that will support the research, data collection and analysis are shown in the organizational chart shown in Appendix B.
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I. PUBLIC ENGAGEMENT AND PARTICIPATION STRATEGY
The LCC study will be informed by citizen participation from within project committees, neighborhood‐based meetings, citywide public meetings and a scenario planning workshop, stakeholder interviews and focus groups. At every level, the study team aims to strike a balance of community, business, regional, historic and cultural perspectives. The Project Engagement Plan (PEP) identifies a variety of alternative value‐added public events and meeting techniques that bring philanthropic partners and resident‐based organizations into the role of outreach facilitators to leverage project resources and put to use the diverse and unique civic energies within the study area to achieve broad base participation.
The participation process will be led by LCC team members with support from the philanthropic community. It consists of both traditional community‐wide and neighborhood focused participation tools and strategies as well as more localized grassroots discussions facilitated by trained members from within the community, including members of the Project Advisory Committee (PAC). As identified in each grant, two oversight committees have been established to guide and assist the City and LCC team through each step in the planning process.
Governance Committee (GC)
The GC is comprised of key decision‐makers in industry, City of New Orleans agencies, and non‐profit leaders who represent key study sectors, including housing, transportation, planning, economic, public utility, philanthropy, cultural and community interests. Six meetings and attendance at the public kickoff work are planned with the GC to engage them at each major project milestone. Members will be informed by the planning team on tasks completed, discuss results of public engagement, provide guidance to the project team on how to proceed and will be required to make formal recommendations, where needed, to the Client. GC members and members of their organizations will be encouraged to participate in the public and technical committee meetings, where appropriate, as facilitators, advisors and/or experts.
Deliverables
Perez with support from Bright Moments will digitally record and archive meetings to produce and deliver GC meeting report with sufficient detail to capture the key points discussed during the meeting such that persons not in attendance can understand the meeting’s content
Meeting report will be provided to Project PM within 24 hours of last meeting
Project PM will deliver GC meeting report within 48 hours of last meeting to Client PM
Client PM will send report to GC within 48 hours of last meeting
Process is the same for all task reports, which are due to GC one week prior to next meeting
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Project Advisory Committee (PAC)
The Project Advisory Committee (PAC) is comprised of local industry, foundation and philanthropy, transportation, educational, religious, health, housing and commercial redevelopment non‐profits, cultural and neighborhood leaders. Six meetings and attendance at the all public meetings are planned with the PAC to engage their support and advice at each major project milestone. Members will be informed by the project team on tasks completed, discuss results of public engagement and provide guidance to the study team on the ways to proceed. PAC members or members of their organizations may be utilized in the public meetings, as facilitators.
Deliverables
Perez with support from Bright Moments will digitally record and archive detailed meeting reports to produce and deliver PAC meeting reports with sufficient detail to capture the key points discussed during the meeting such that persons not in attendance can understand the meeting’s content
Meeting report will be provided to Project PM within 24 hours of last meeting
Project PM will deliver PAC meeting minutes within 48 hours of last meeting to Client PM
Client PM will send all minutes to PAC within 48 hours of last meeting
Process is the same for all task reports, which are due to PAC one week prior to next meeting
Stakeholder Interviews
Stakeholders are identified as individuals who are “on the ground” with direct interests in the study area and represent niche constituencies within or dependent upon the study area. A comprehensive stakeholder list will be developed and maintained by the team throughout the course of the study. These stakeholders represent local and regional perspectives in housing, transportation, industry, public/private development and business, foundation and philanthropy, education and youth, religious, neighborhood and cultural interests. The project team will conduct two rounds of stakeholder meetings, scheduled at the beginning of the project. These meetings are designed to inform the team on key issues/concerns/stakeholder plans and proposals regarding the study area; and, inform the stakeholders about the study purpose and process and promote public participation.
Deliverables:
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Perez will manage comprehensive stakeholder list and meeting scheduling and prep with support of all members of the Public Engagement Team
Perez, APC will deliver Stakeholder Reports to Project PM within one week of each stakeholder interview round for review
Team interviewers will deliver Stakeholder interview reports to Perez within 48 hours of completing interviews
Project PM will deliver Stakeholder Report to Client PM within 48 hours for review
Client PM will deliver stakeholder report to GC/PAC within one week prior to next meeting
Project PM will file Stakeholder Report for public website posting
Evaluation and Preference Surveys
Short surveys will be developed to distribute to the public participants at each stage of the engagement process. The surveys will seek feedback on study area concerns and visioning for the near, medium and long‐term. The team will seek participant perspectives regarding the effectiveness of team outreach methods and engagement tools and techniques. The results will guide the study team in study analysis, investigation and follow up. Views expressed on outreach and engagement methods will guide future activities including public meeting development to ensure that participants are effectively reached and engaged.
Deliverables
Kittelson will assemble draft survey questions from within the project team
Project PM will deliver draft survey to Client PM in the public meeting materials package to be shared with the GC/PAC
Bright Moments will distribute and collect the survey during the public meeting and The Hawthorne Group (THA) will maintain the most current survey on the project web site
Perez will produce a summary report on survey results by January 6, 2013 to the Project PM
Project PM will share survey results with the client PM and the team to inform additional data collection or investigation needs by January 9, 2013
The Hawthorne Agency will file survey report for public website posting at least two weeks before the 2nd public meeting
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Neighborhood Meetings (4)
The entirety of the study area will be divided into 4 sections with place‐based meetings of neighborhood groupings designed for each section. These meetings will be tailored to suit the unique interests and issues each neighborhood has in relationship with the corridor in terms of housing, transportation, land use and economic development needs. Emphasis will be placed on educating the participants on the facts of the project, collecting feedback on participants’ short, mid and long‐term visions for the study area, encouraging dialogue among the participants across a diversity of perspectives and identifying areas of common ground. Goody Clancy will take responsibility for all the non‐logistical aspects of the neighborhood meetings – organizing exhibits, handouts and content (with other team members assisting as needed), structuring the meetings, organizing facilitation structures and facilitators (including training of facilitators from outside the team if needed), and providing reports on the meetings for submission to the client and oversight committees. A report will be issued after each of the 4 neighborhood meetings to the Client, PAC, and GC and posted on the study’s website. The meetings are currently scheduled for the week of December 10, 2012. Refer to Appendix C for detailed structuring of these meetings.
Deliverables
Goody Clancy (GCA), in collaboration with other team members, will develop neighborhood meeting content by November 20, 2012 for client review
Goody Clancy, in collaboration with other team members, will produce graphic presentation of content by November 20, 2012 for client review
Bright Moments will identify and arrange meetings with meetings facilitators by October 26, 2012
Project PM will presents entirety of neighborhood meetings program to Client PM by November 20, 2012 for review
Perez will produce neighborhood meeting reports (4) to be delivered within one day after each meeting to GCA and Project PM for review
Project PM will deliver neighborhood meetings reports to Client PM within 5 days after each meeting
Client PM will deliver reports to GC/PAC within one week prior to their next meeting
THA will file reports for public website posting
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Citywide/regional Meetings (3)
Three city‐ and region‐wide meetings are planned that will be tailored to the specific phase of the project and organized around the study questions being investigated at each phase of the study. All meetings will present the study at the full range of neighborhood, city‐wide and regional scales. The program will be interactive with thorough study updates and several methods for giving and receiving information to and from participants. Emphasis will be placed on educating the participants on the facts of the project, collecting feedback on participants’ short, mid and long‐term visions for the entirety of the study area, encouraging dialogue among the participants across a diversity of perspectives and identifying areas of common ground. Reports on the meetings will be issued to the Client, GC, PAC and the public website. The first meeting is currently scheduled for December 8, 2012. The meeting will introduce the study, its focus areas and present an overview of existing conditions, plans, issues and opportunities. Presentations and exercises will be organized to engage participants to identify and agree upon goals, objectives, purpose and needs within the study and influence area. Refer to Appendix C for detailed structuring of this meeting.
A city‐wide public Scenario Planning Workshop and a Study Results Meeting are currently scheduled for February 16 and June 22, 2013. The scenario workshop will be organized so participants are provided with the components of possible scenarios and engage in an exercise where they link neighborhood revitalization, economic development, and transportation. They will work in groups to identify priority strategies and define their own visions of the future that can be refined and tested by the study team. The third public meeting will bring back the results of the scenario planning and refinement. The team will report on how each tested scenario responded to evaluation criteria to meet goals, objectives, purpose and needs established in the early stage of the study. It will
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include the presentation of strategies refined and organized into short, medium and long term action plans.
Deliverables
KAI and GCA will develop neighborhood meeting content with support from Perez to prepare draft materials for team review three weeks before the public meeting
Bright Moments will identify and arrange meeting locations and audio visual and accommodation logistics
Perez will organize meetings facilitators and training materials with support from GCA
GCA for Project A and KAI for Project B will execute the meetings’ special activities and develop these activities by the third week before the meeting
Project PM will presents entirety of neighborhood meetings program to Client PM by the beginning of the second week prior to the meeting for review
Perez will produce citywide meeting reports (4) to be delivered within 3 days after each meeting to Project PM for review
Project PM will deliver citywide meetings reports to Client PM within 5 days after each meeting
Client PM will deliver reports to GC/PAC within one week prior to their next meeting
THA will file reports for public website posting
Meetings‐in‐a‐Bag / Kitchen Table Groups / Focus Groups
“Meetings‐in‐a‐bag” is proposed as a portable way to bring engagement activities and information directly into the homes and businesses of the study area’s community and will expand the breadth of the study’s localized engagement. The project team will be responsible for preparing the materials and conducting brief training to volunteers interested in sharing and gathering project information. This approach is dependent upon volunteers to be trained project representatives from philanthropic, university or other stakeholder partners. They will be provided with presentation and exercise materials that can be used with a meeting host’s television or utilize a laptop to share information similar to what was viewed at larger public or neighborhood meetings. For example exhibits, handouts and content will be provided to foster a dialogue and help people to participate in the current stage of the project and some may prepare them for an upcoming event. Summary reports will be sent to the Client, GC, and PAC and posted on study website after each series of meetings.
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These focus groups and meetings are designed to outreach to populations that may not participate in other venues for a variety of reasons, including disenfranchisement, charrette and public meeting fatigue or convenience issues. These strategies may be effective to engage community members skeptical of the study process and its motives. These strategies are meant to demonstrate a thorough attempt at community engagement and to seek wide‐spread community involvement and endorsement of the outcomes of the study. The intention is to ensure, both in messaging and in action, the study team has fully engaged a diversity of views and is committed to encouraging and including ideas and solutions offered by local stakeholders. The portable meeting brings study content and technology to people’s familiar surroundings on their street or in their home in a way that levels the playing field and brings study tools into a place conducive to an open exchange of ideas and information. Trained members of the Team from DesignJones, Perez and Bright Moments can lead this initiative with a minimum of additional costs, using existing laptops and connecting to stakeholder’s television screens, computers, etc. DesignJones will work with Bright Moments and Perez to identify and select appropriate venues and stakeholders for this particular kind of communication exchange. Surveys and on‐line materials may offer this option, particularly with the support of philanthropic partners. Use of this technique will be based less about increasing the quantity of those engaged but more about building lasting value with the process itself because of the value to participants and the information that may potentially arise from the dialogue.
Deliverables
DesignJones will develop this outreach activity plan by January 6, 2013
DesignJones with support from Perez will execute and manage all aspects of this outreach effort with the support of other team members according to roles established
DesignJones will deliver meetings‐in‐a‐bag reports to Project PM within 3 days of the completed event for review
Project PM will deliver meetings‐in‐a‐bag reports to Client PM within 2 days
Client PM will deliver meetings‐on‐a‐bag reports to GC/PAC within one week prior to their next meeting
THA will file these reports for public website posting
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Youth Participation
The project team and PAC members believe the study area’s youth will be a valuable asset to the public engagement process. With the support of the study’s philanthropic partners or the City, the team will engage school‐aged youth in two ways: 1) The project team will work with schools in each of the four neighborhood‐based sub‐sections to identify interested high‐school students and hold a focus‐group informational meeting, utilizing meetings‐in‐a‐bag, 2) Students interested in further working with the project team will be trained on basic interview techniques and video equipment use for media‐based activities at each of the four neighborhood meetings. DesignJones will plan to work with students and staff at Craig School and with youth from the study area through the Treme Community Center to have youth learn and actively gather research data through interviews, video and Apple I‐phone‐based GIS software.
The project will have students help with targeted data collection of information determined not to exist in the City of New Orleans today. The work can help students to think about how their neighborhoods work today and contribute to the picture being developed. It will include the project area’s physical conditions by use of GIS mapping of student data and people’s perceptions of life in the study area captured through recorded interviews. It will provide students skills and learning in organizing information to tell a story and in participating in community development and civic engagement by participating in the study’s public dialogue. The Craig School Youth Initiative will be planned for twenty youth starting at an 8th grade level to engage with the study once weekly from January 2013 through June 2013. Craig School, a corridor based charter school now operated by the Dr. Martin Luther King Jr. Charter School for Science and Technology, located in the Lower Ninth Ward, will dedicate a Social Studies Class and instructor to the Study, to have ten students participate in a learning and research process using I‐phone applications for GPS and GIS tracking of properties and information in the Corridor related to the Study. The model used comes from a Beacon of Hope/ CSED Study, likely the most comprehensive study to date of blighted properties in the Lower Ninth Ward. Beacon of Hope would be asked to participate as needed on this study to provide training. The precedent study paired community members with professionals or students familiar with GIS and GPS applications and documented and photographed over 7,000 lots constituting all properties within the Lower ninth Ward. The study completed in April 2012
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took several months to conduct. The research can be tailored to the needs of the Team and is an obvious way to integrate youth and technology and neighborhood inventories for the greater good, and for young people to claim ownership of the process and see their work as part of rebuilding their community. Rather than awarding the youth cash stipends for their research and learning, Craig School has suggested the youth be permitted to keep the I‐phone with a basic one year plan, and that the study pay the $27.00 per person fee for these youth to take the ACT test this Spring. Craig starts students on the ACT in 8th grade. Tambourine and Feathers would tie in additional 10 youth according to adjacent neighborhoods as part of the twenty students in the program with the same arrangements. Jerome Smith has operated a summer program at Craig for the past forty years and would complement the efforts of the Craig School staff.
Deliverables
Design Jones will develop this outreach activity plan by November 16, 2012
KAI and GCA will identify data needs, provide collection criteria and methods, and quality control reviews
Design Jones will execute and manage all aspects of this outreach effort with the support of Perez and GCA
Design Jones will deliver youth outreach reports to Project PM within 3 days for review
KAI will deliver youth outreach reports to Client PM within 2 days
Client PM will deliver youth outreach reports to GC/PAC within one week prior to their next meeting
THA will file these reports for public website posting
Special Needs Accommodation
All meeting locations will be accessible by persons with disabilities in accordance with the Americans Disability Act (ADA). The team will work with social service agencies to assist with translation of meeting materials for use by hearing and visually impaired. Non‐English speaking populations within the study area, specifically Spanish or Vietnamese will be accommodated through volunteer support from Latinola, the Vietnamese Church in New Orleans East or other local social service agency personnel and project team staff if available. Meeting notices will include information on who to contact in advance to arrange for special needs services.
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II. PUBLIC COMMUNICATIONS AND OUTREACH STRATEGY
The Public Communications and Outreach portion of the plan is designed with a focus on reaching and engaging the broadest definition of neighborhood and regional interests in terms of disseminating LCC study information, meeting dates/locations/agendas, distributing periodic newsletters and managing public education and expectations. This portion of the plan will not only publicize the LCC study across multiple media platforms and other traditional conveyance routes but will also advance the goal of public engagement by creating opportunities for public feedback at every possible level of communication.
All study communications documents must contain the following disclaimer:
ACKNOWLEDGEMENT OF SUPPORT AND DISCLAIMER
This material is based upon work supported by the United States Federal Highway Administration (FHWA) under TDGII‐P‐26, Cooperative Agreement No. DTFH61‐11‐H‐00007. Any opinions, findings, and conclusions or recommendations expressed in this publication are those of the Author(s) and do not necessarily reflect the view of the FHWA.
The work that provided the basis for this publication was supported by funding under an award with the US Department of Housing and Urban Development. The substance and findings of the work are dedicated to the public. The author and publisher are solely responsible for the accuracy of the statements and interpretations contained in this publication. Such interpretations do not necessarily reflect the views of the Government.
Communications and outreach elements include:
Study Website
A study website will be custom‐designed with social media (Facebook and Twitter) components that promote user‐interaction and dialogue via real‐time content creation and responses. The study team will provide continuous online sharing of study work, reports and documents, in a manner that the public will experience as a virtual online forum that satisfies inquiries and addresses commentary with factual information. The website will include an interactive Google maps tool that allows users to directly locate areas of concern and automatically maps public comments.
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Deliverables
LivableClaiborne.com website will be made live during the week of October 29, 2012 by The Hawthorne Agency
Hawthorne Agency will deliver website activity reports to Project PM by the 15th and 30th of each month or within 5 days of a major milestone event or posting
Website activity reports delivered to GC/PAC by Client PM one week prior to their next meeting
Targeted Public Information Campaign
To thoroughly disseminate ongoing project information and advertise public meeting dates and locations, the Public Communications and Outreach Strategy includes a multi‐faceted targeted campaign that will include e‐blasts, neighborhood canvassing, utilizing social, paid and earned media. Refer to Plan Appendix D for detailed outreach methodologies.
Deliverables
Kittelson with support from Goody Clancy and Bright Moments will prepare all creative and content work
Project PM will deliver reviewed materials to Client PM for approval prior to public release
All public information to be managed and executed by Bright Moments
Paid and Earned Media Strategy
Refer to Plan Appendix D for detailed outreach methodologies.
Deliverables
Bright Moments will prepare all media materials and will deliver to Project PM for review
Project PM will deliver reviewed materials to Client PM for approval prior to public release
All media placement to be secured and managed by Bright Moments
Development of Graphics and Usage Standards
Content management guidelines and social media policies will be put in place to ensure that all public communications, including website, e‐blasts, robo‐calls and press releases, are consistent with the project’s goals and objectives. These guidelines will be consistent with all requirements of the City’s Department of Communication in the Office of the Mayor.
Deliverables
All public content will be prepared and sent by KAI to Client PM for approval prior to public release
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Management of Media Presence and Appropriate Media Representative at All Public Events
Pre‐identified study spokesperson will be trained and made available for media interviews. A designated person from the City’s staff will be present at all public events.
Deliverables
Media representatives to be identified by Project and City PMs
Bright Moments will deliver all informational/education materials on project to media representatives and serve as liaison for media requests
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APPENDIX A: PUBLIC ENGAGEMENT CALENDAR
Description 10/2012 11/2012 12/2012 01/2013 02/2013 03/2013 04/2013 05/2013 06/2013 07/2013 08/2013
Stakeholder Interviews
R1: week of 10/8
R2: 10/29‐31 & 11/5‐6
Governance Committee Meetings (GC)
R1: 10/11
R2: 11/29
R3: Public Meeting 12/8
R4: 2/7 R5: 3/14 R6: 6/13 R7: 7/11
Public Advisory Committee Meetings (PAC)
R1: 10/08
R2: 11/27
R3: Public Meeting 12/8
R4: 2/5 R5: 3/12 R6: 6/11 R7: 7/09
Neighborhood Meetings
(4): week of 12/9
Public Meetings R1: Sat 12/8
R2: Sat 2/16
R3: Sat 6/22
Meetings‐in‐a‐Bag
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APPENDIX B: STUDY TEAM ORGANIZATIONAL CHART
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APPENDIX C: PUBLIC ENGAGEMENT AND PARTICIPATION STRATEGY
City‐wide and Neighborhood Meetings Detail
Public Meetings Strategy for December 2012
I. CITYWIDE/REGIONAL MEETING (1st of Three)
Descriptive
The first Citywide (Regional) Meeting will be held on Saturday, December 8, 2012. This initial meeting will offer the opportunity for people locally and regionally vested (Orleans Parish, Jefferson Parish, St. Charles Parish, St. Bernard Parish) to provide input on their vision of the Livable Claiborne Communities study. The set‐up should accommodate theater style seating for the presentation and a series of small group meeting scenarios for more intense discussions and input.
It will contain:
Maps and other exhibits to convey existing conditions and analysis.
An opening presentation on the background and purpose of the study
A presentation on data, reports and stakeholder interviews collected thus far
Structured dialogue/information gathering activities geared towards capturing multi‐faceted perspectives within the room and identifying areas of common interest, as well as concerns and differences
A youth‐led media project will be conducted in a set‐aside area before, after and during meeting breaks
Location
Option 1‐ McDonogh 35 High School / Option 2 – Pending
Time: 10 AM – 2 PM
Logistics
Bright Moments will secure chairs, tables, AV and AV Technical Support, security (if needed) based on the budget and specifications of what is needed by the client for the presentation.
Promotions
Sixty Robo‐Calls to be done within 7 Business Days of the Scheduled Meeting
Calls will be made to approximately 15,000 residents to be randomly selected using specific criteria (such as chronic voters, or some other criteria to be approved by the client.) Bright Moments will draft the script by 11/12/2012 and submit to Kittelson for review and approval. The script will ultimately need to be approved by the City's Office of Communication. Bright Moments, if needed, can secure approval of the final script.
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Radio Placement
Bright Moments will develop and record the radio spots for the promotion of the event. The budget will determine the actual placement, but Bright Moments recommends placement on targeted stations with broad based audiences.
Flyer canvassing within the neighborhood boundaries
Bright Moments will canvass to neighborhoods within the area (specific quantities to be provided prior to submission to the client).
E‐blasts from Bright Moments
Bright Moments currently maintains its own database of stakeholders. Those individuals are inclusive of community residents and organizations/organization leaders who have attended master plan meetings for the City of New Orleans, Schools Facilities Master Plan, as well as other community meetings held on the recovery of the City of New Orleans.
Press Release/Earned Media
Bright Moments will draft the media release and send it to targeted media outlets, including, but not limited to television, radio, print and social media. Some suggested media outlets for interviews would be inclusive of WWL ‐ TV, WDSU, and Fox8; WBOK, WWL870, FM98, Old School 106.7, as well as WWNO 89.9FM.
II. NEIGHBORHOOD MEETINGS (4)
Descriptive
The four (4) neighborhoods meetings will be held immediately following the citywide public meeting, beginning Monday, December 10th and ending on Thursday, December 13th. They will have a similar format, but will focus on the immediate neighborhoods and what they see as priority issues, which should be addressed in the planning process. These meetings will contain:
Maps and other exhibits to convey existing conditions and analysis.
An opening presentation on the background and purpose of the study
A presentation on data, reports and stakeholder interviews collected thus far
Structured dialogue/information gathering activities geared towards capturing multi‐faceted perspectives within the room and identifying areas of common interests, as well as differences and concerns
A youth‐led media project will be conducted in a set‐aside area before, after and during meeting breaks
Logistics
For each neighborhood venue, Bright Moments will secure locations that can accommodate up to 200 residents and community members. Bright Moments will secure chairs, tables, AV
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and AV Technical Support, security (if needed) based on the budget and specifications of what is needed by the client for the presentation.
Promotions
Sixty Robo‐Calls to be done within 7 Business Days of the Scheduled Meeting
Calls will be made to approximately 5,000 residents within the boundary area for the meeting. Bright Moments will draft the script by 11/12/2012 and submit to Kittelson for review and approval. The script will ultimately need to be approved by the City's Office of Communication. Bright Moments, if needed, can secure approval of the final script.
Flyer canvassing within the neighborhood boundaries
Bright Moments will canvass to neighborhoods within the area (specific quantities to be provided prior to submission to the client).
E‐blasts from Bright Moments
Bright Moments currently maintains its own database of stakeholders. Those individuals are inclusive of community residents and organizations/organization leaders who have attended master plan meetings for the City of New Orleans, Schools Facilities Master Plan, as well as other community meetings held on the recovery of the City of New Orleans.
Press Release
Bright Moments will draft the media release and send it to targeted media outlets, including, but not limited to television, radio, print and social media.
Neighborhood Meeting 1: Broadmoor/Milan/Ferret
Location: Option 1‐ Wilson Charter School / Option 2 – Keller Library
Time: 6 PM – 8 PM
Neighborhood Meeting 2: Central City/BW Cooper
Location: Option 1‐ New Orleans College Prep / Option 2 – Dryades YMCA
Time: 6 PM – 8 PM
Neighborhood Meeting 3: Tulane/Gravier/CBD
Location: Option 1‐ First Grace Methodist Church; Option 2 – Pending
Time: 6 PM – 8 PM
Neighborhood Meeting 4: Treme/7th Ward/Lafitte/Iberville/Upper 9
Location: Option 1‐ Christian Unity Church; Option 2– Pending
Time: 6 PM – 8 PM
* Light snacks and water may be provided at all public meetings.
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APPENDIX D: PUBLIC COMMUNICATIONS AND OUTREACH STRATEGY
Detail
Public and media communications strategies presented below is designed to broadly engage the multi‐faceted interests found within or otherwise depend upon the study area. The primary focus of this portion of the plan involves project messaging, public meeting information dissemination and stakeholder and media relations. Each category is identified with corresponding outreach measures and related Dates of Completion (DOC).
I. PUBLIC & COMMUNITY OUTREACH
Message development and engagement of regional media, neighborhood, community, civic associations and general public:
Develop primary message fact sheet that can be used by all volunteer facilitators and spokespersons for distribution or talking points as it describes the purpose of the study, defines the parameters of potential outcomes, and encourages the community to engage and fully participate ‐ DONE
Develop letter of introduction to neighborhood, community and civic associations – DOC 10/22/12
Update and maintain community outreach database with current contact information – Perez DOC 10/23/12
Develop elements for creative outreach tools – door hangars and targeted robo‐calls – KAI DOC 10/26/12
Develop press releases (with the involvement and approval of the City's Communication's Office) and subsequent submission to general and social media for community calendar announcements – DOC 10/29/12
Implement public relations strategies for securing radio and television interview opportunities to reach cross‐section of the city population for the opening public meeting– NPR, WWOZ, FM98.5, WBOK, etc., ‐ Appearances (Dec. 1 ‐ 8)
Perform targeted E‐blasts to Bright Moments database list, PAC, GC, stakeholders and others to promote meetings – 7 days ahead of meetings
Initiate canvassing of door hangars to targeted households within targeted neighborhoods as well as placement of yard signs at key intersections along the Claiborne Corridor –(Week of December 3)
Secure locations for the one citywide and four neighborhood meetings during the week beginning Dec. 8th – DOC 10/22/12
Identify key individuals and groups to participate in stakeholder interviews and focus groups (On‐going prior to public meetings)
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Develop a media and advertising plan to promote broad local participation for the final plan unveiling using radio and social media. Continuous Outreach and Messaging Throughout the Course of Study:
Gather and synthesize information following each phase of workshops
Provide communication and progress updates to community at‐large and key stakeholders
II. Communication Approach to Neighborhood and Regional Stakeholders
Monthly e‐Newsletter
Provide overall project description as well as project milestones. It will be disseminated to key stakeholders (referenced above) and inclusive of the Mayor’s Office & key administration leadership, Senators Landrieu and Vitter, Congressman Richmond and Scalise, City Council members, State legislators and civic and interest groups throughout the region.
Media Relations & Engagement
Conduct systemic media interaction to foster a general sentiment of community support:
Develop press releases and subsequent submission to media based on client requests, as well as key information to be shared at milestone stages for the project
Secure a media partner (such as WDSU) where a regular feature could be recovery/rebuilding with an eye on moving forward
Establish regular dialogue with reporter from The Times Picayune
Establish regular dialogue with Vincent Sylvain for promotion through NewOrleansAgenda.com
Work to secure meeting with the Editorial Board of The Times Picayune as well as The Advocate, Gambit and City Business.
