HomeMy WebLinkAboutCR 07-15PICKERING
Report to
Executive Committee
Report Number: CR 07 -15
Date: June 8, 2015
From: Marisa Carpino
Director, Culture & Recreation
Subject: Community Engagement Strategy Report
- Annual Status Update & Priorities for 2015 -2016
- File: A- 1440 - 001 -15
Recommendation:
1. That Council receive Report CR 07 -15 regarding the City of Pickering Community
Engagement Strategy;
2. That Council receive for information the 2015 Annual Update Report: City of
Pickering Community Engagement Strategy (Priorities for 2014 -2015) as per
Attachment 1;
3. That. Council endorse the proposed City of Pickering Statement of Commitment to
Community Engagement as per Attachment 2;
4. That Council approve the following five key community engagement priorities for
2015 and 2016 subject to any required budget approval within the 2016 budget
cycle process:
a) Set clear benchmarks and measures for increasing public engagement and
report annually.
b) Adopt new, more deliberative techniques for involving residents in decision -
making.
c) Create a co- production task force to review opportunities to devolve, enhance
or share City services with residents and local groups.
d) Engage citizens to enhance current design principles for proposed
developments.
e) Develop and offer an annual Civics 101 class to Pickering residents.
5. That the appropriate City of Pickering officials be authorized to take necessary
action to give effect thereto.
90 •
CR 07 -15 June 8, 2015
Subject: Community Engagement Strategy Report Page 2
Executive Summary: At the Council meeting of July 14, 2014, Council enacted
Resolution #260/14 authorizing staff to complete five key community engagement
priorities in 2014 -2015 from the City of Pickering's Community Engagement Strategy.
As such, a team of municipal staff representing all departments and the Pickering Public
Library have been working together to implement these strategies in 2014 -2015 and
have prepared an annual update for Council's information (see Attachment 1).
Looking forward, the Community Engagement staff team is seeking Council approval to
proceed with five additional priorities in 2015 -2016, which were identified in the City of
Pickering Community Engagement Strategy.
Financial Implications: Five community engagement priorities, identified for
completion in 2014 -2015, utilized approved funds in the 2014 and 2015 Current
Budgets. These funds were primarily dedicated to International Association of Public
Participation 2 (IAP2) training of Council, Directors and select City staff.
The Community Engagement staff team will address future funding of community
engagement initiatives in the 2016 budget approval process.
Discussion: Community Engagement is one of Pickering's five corporate priorities.
As such, a team of municipal staff representing all departments and the Pickering Public
Library began working together in early 2012 to develop a corporate Community
Engagement Strategy. The consulting services of MASS LBP were retained to complete
individual and small group interviews with Council, and various City staff departments in
April 2012. They also completed larger consultation sessions with senior staff, Council,
front line staff, community leaders and citizen advisory committee members.
The findings of these consultation sessions informed their final report entitled "Together
and Towards: A report to support the development of an engagement strategy for
Pickering" which was received by Council at the July 8, 2013 .Council Meeting. At that
meeting, Council authorized staff to complete nine community engagement priorities in
2013 -2014 as per Resolution #87/13. At the July 14, 2014 Council Meeting, Council
received a progress update on these nine community engagement priorities and
authorized staff to complete an additional five community engagement priorities in 2014-
2015 as per Resolution #260/14.
The purpose of this report is, in part, to provide an annual update on staffs progress of
these 2014 -2015 community engagement priorities (see Attachment 1).
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CR 07 -15 June 8, 2015
Subject: Community Engagement Strategy Report Page 3
Highlights'of the 2015 Annual Update Report include:
1. Create a new learning and engagement unit to advise Council &
Departments.
Eleven city staff received International Association of Public Participation 2 (IAP2)
training in 2014. Two additional City staff will receive this training in November
2015. In total, there are now 13 key City staff trained in the International
Association of Public Participation 2 (IAP2). Staff with IAP2 training have acted
as facilitators for several open houses regarding South Pickering growth. Next, a
sub- committee of the community engagement core staff working group will be
developing a train the trainer program in order to pass along this knowledge to a
wider range of City staff internally.
Members of Council and Directors will receive an International Association of
Public Participation 2 (IAP2) training designed for senior officials in September
2015.
2. Propose a motion for Council consideration concerning the City's
commitment to engagement and adopt a strategy on public engagement and
learning.
Endorsing a statement of commitment for Community Engagement will publically
express the City's commitment to effective public engagement and desire to create
a more engaged community. Referring to examples in other municipalities such
as Burlington, Guelph, London and Oakville, the community engagement core staff
team have drafted a proposed City of Pickering Statement of Commitment as per
Attachment 2 and are seeking Council's endorsement.
3. Involve engagement specialists in the design of public consultation to
support major City planning exercises.
Staff from the Office of the CAO, Library, and City Development who received
IAP2 training in the fall 2014, worked with an external engagement specialist
retained by the City Development. Department to deliver five community roundtable
discussions in January and February 2015 regarding growth in Pickering. The
findings from the roundtable discussions were used to develop an online
engagement platform which was recently activated to collect additional resident
feedback. Funding from the Places to Grow Implementation Fund program were
used to implement the roundtable discussions and the online platform.
4. Work with residents to periodically review and redesign City services and
programs.
Staff continue to facilitate regular Sport Council and Pickering Recreation Complex
stakeholder meetings to collect feedback on City services and programs. New in
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CR 07 -15 June 8, 2015
Subject: Community Engagement Strategy Report Page 4
2015, Culture & Recreation staff regularly attend stakeholder group meetings
which include squash club executive meetings and the newly formed racquetball
committee. Culture & Recreation staff introduced a new Coffee Chat & Cards
initiative at the Pickering Recreation Complex. for those age 55 +.
Library staff have developed the Cultural Stakeholders Networking Group as
identified in the 2014 Cultural Plan. These meetings provide a forum for cultural
organizations in Pickering to collaborate, share resources and stay connected.
The Library has also reinstated the Teen Advisory Group in order to collect
ongoing input on services from a teen perspective.
Fire Services had designed a comprehensive fire safety program for grade one
students called "Adopt A School ". Pickering firefighters teach the curriculum over
four learning sessions using lessons, activities and home connections. The Adopt
a School program began in the fall of 2014 and was completed in the spring of
2015. Sixteen schools and a total of 482 students participated in the program to
date.
The Leash Free Working Group met twice last year to review concerns in the leash
free area. In an attempt to find new members, staff used social media (Facebook),
community page and posters at our existing leash free area. The working group
gained 2 new members. Throughout the year, working group members act as
staff's eyes and ears at the park. They ensure the leash free areas are kept clean,
holes are filled in, garbage picked up, and seeding. The working group provided
valuable input on where the solar light should be placed. The light was installed
and has been a huge success.
Develop a Tong -term strategy for providing information to residents,
compensating for diminished local media.
Earlier this year, staff prepared a 2015 Communications Plan which identified a
number of strategies to maximize communication channels considering available
resources. These strategies include newly formed City of Pickering Street Teams
and Brand Ambassadors conducting outreach; developing Pickering's New Free
Mobile App, Pingstreet, to provide residents and visitors with convenient access to
City information and tools on the go; created new website section
`pickering.ca /beprepared'; created media relations procedure ADM 140 -004 and
will provide media training for key staff; and implemented online social media
campaign for Heart Your City.
Staff will implement a boulevard sign pilot program to promote high profile City
initiatives and events in designated areas within the community. Key corporate
messages would be determined and customized signage would be designed to
support our community engagement initiatives.
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CR 07 -15 June 8, 2015
Subject: Community Engagement Strategy Report Page 5
Additionally, the Community Engagement staff team has identified an additional five
priorities of the City of Pickering Community Engagement Strategy that municipal staff
aim to complete in 2015 -2016.
Priorities to be completed in 2015 -2016:
1. Set clear benchmarks and measures for increasing public engagement and report
annually.
2. Adopt new, more deliberative techniques for involving residents in decision -
making.
3. Create a co- production task force to review opportunities to devolve, enhance or
share City services with residents and local groups.
4. Engage citizens to enhance current design principles for proposed developments.
5. Develop and offer an annual Civics 101 class to Pickering residents (carried
forward from last year, previously approved by Council as per resolution #260/14).
The Community Engagement staff team is seeking Council approval to proceed with the
strategies identified for 2015 -2016, subject to the approval of any necessary funding
within the 2016 budget cycle process. Annual updates will be provided to Council so
they are informed of staffs progress.
Attachments:
1. 2015 Annual Update Report: City of Pickering Community Engagement Strategy
(Priorities for 2014 -2015)
2. Proposed City of Pickering Statement of Commitment to Community Engagement.
3. "Together and Towards: A report to support the development of an engagement
strategy for Pickering" prepared by MASS LBP
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CR 07 -15 June 8, 2015 '
Subject: Community Engagement Strategy Report
Page 6
:mc
Prepared /Approved /Endorsed By:
Marisa Carpin
Director, Culture & Recreation
Cathy Grar$
Chief Executive Officer,
Piing Public Library
Paul B g %oni
Directo Co orate Services
& City So icitor
RiEhard Holborn
Director, Engineering &,Public Works
Tom Melymuk
Director, City Development
Recommended for the consideration
of Pickering City Council
Tony Prevedel, P.Eng.
Chief Administrative Officer
zz, zo /5 •
CORP0227 -07/01 revised
95
2015 Annual Update Report: City of Pickering Community Engagement Strategy (Priorities for 2014 -2015)
=Frio�ity,!�
.ProgressUpdate
_eadDepartment
Create a new learning
and engagement unit
to advise .Council &
Departments
Staff who completed the IAP2 training in 2013
and 2014 will develop a training program that
will be delivered to other municipal staff. In
this way, community engagement strategies
will be implemented by a broader range of
staff.
In early 2015, City staff were informed, via
email and intranet, of the purpose of the
community engagement team and were.
provided with some broad concepts around
community engagement.
In the fall 2015, several of our IAP2 trained
staff will offer workshops for staff who work
departments which employ community
engagement strategies.
Also in the fall 2014, Council and the Senior
Management Team will participate in a %2
day workshop called "Public Participation for
Decision Makers — What, Why and How to
Involve Others in Your Decisions ".
Library
In addition, the staff that completed the IAP2
training will become a core group of community
engagement specialists within the corporation
that can be called up to facilitate Open Houses
and other corporate consultative events.
IAP2 staff were used as facilitators for
several open houses which focused on
growth in South Pickering.
City Development
Propose a.motion for.
Council consideration
concerning the city's
commitment to
engagement and
adopt a strategy on
public engagement •
and learning.
A statement of commitment will be drafted by
the Community Engagement staff team and will
be added to next year's progress report for
Council consideration and approval.
Examples of how other municipalities have
phrased their commitment statements were
compiled.
Draft statement for the City of Pickering has
been prepared and forwarded to Council for
their consideration
Community
Engagement Staff
Team
.
1
2015 Annual Update. Report: City of Pickering Community Engagement Strategy (Priorities for 2014 -2015)
�ActionhY�,��:
Frggr " "essUjidate �. � ` r �,;
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Involve engagement
specialists in the
design of public
consultation to
support major city
planning exercises
In undertaking major city planning exercises,
the City Development Department will use the
expertise of three department staff members
that are scheduled to receive IAP2 training in
the fall, to develop public engagement
components of these exercises. In addition,
with the assistance of the IAP2 trained staff,
the City Development Department will explore
the role of external engagement specialists
when preparing work plans for major planning
studies. When external specialists are
identified to be required, the Department will
propose an engagement program and
consulting budget to engage external
specialists.
Staff from the Office of the CAO, Library,
and City Development who received IAP2
training in the fall 2014, worked with an
external engagement specialist retained by
the City Development Department to deliver
five community roundtable discussions in
January and February 2015.
The external engagement specialist trained
staff to facilitate the roundtable discussions
that were designed to initiate a conversation
with the community about where, and to
what extent, growth should occur in
Pickering.
The findings from the roundtable
discussions were used by the City
Development Department to develop with
the assistance of a consultant, an online
engagement platform,that was launched to
the public on May 6, 2015 and will be active
until June 30, 2015.
Funding from the Places to Grow
Implementation Fund program was used to
retain the external engagement specialists
to implement the roundtable discussions
and the online platform.
City Development
2
2015 Annual Update Report: City of Pickering Community Engagement Strategy (Priorities for 2014 -2015)
:Action`
Progress Update
L•`eada bepartmerit
Work with residents
to periodically review
and redesign city
services and
programs
This approach is already underway with many
stakeholder groups formed by city staff and
they include:
• Sports Council
• Pickering Recreation Complex
Stakeholders Group
• Library Strategic Plan
• Adopt a School
• Leash Free Working Group
• Cultural Stakeholders Networking Group
Staff will seek opportunities to further expand
these opportunities.
Library has reinstated its Teen Advisory
Group to get ongoing input on its services
and programs from a teen perspective.
Library Strategic Plan employed various
community engagement techniques to
obtain community input into the
development of the new strategic plan. • This
four year plan reflects the reading and
learning needs and plans of the community.
As part of the Cultural Strategic Plan task
force, the Library was charged with •
connecting cultural stakeholders. In 2014
and 2015, there have been two meetings of
Cultural Stakeholders Networking Group in
which shared aspirations have been
identified.
The most important asset.at the Pickering -
Recreation Complex is the members.
Without them we Wouldn't exist. Facility,
staff, equipment and other amenities are
critical ingredients when it comes to
obtaining, engaging and retaining members.
They are the factors that define their club
experience. Responsive communication
All Departments
3
2015 Annual Update Report: City of Pickering Community Engagement Strategy (Priorities for 2014 -2015)
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� 'S4
;,P rogress'Update;;
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4
with members must be part of the culture
and operating fabric of our facility in order to
have a real impact on all member
categories.
To make this happen the Pickering
Recreation Complex Stakeholders
Discussion Group was formed and meets
with staff seasonally. The invited members
represent a cross - section of membership
categories. •
Culture & Recreation staff also attend the
monthly Pickering Squash Club Executive
meetings and the Racquetball Committee
meetings to keep communication open and
stay connected to club events and
participation. City staff draw on the
strengths of the teams together with internal
communication, mutual understanding,
shared obligation, a clear sense of common
purpose, and a well- informed camaraderie
to ensure that Recreation Complex
management identify the needs of our users
and satisfy those needs. Constructive
criticism always helps us improve.
The more engaged and connected Complex
Members become, the more likely they are
to progress toward their goals and to keep
4
2015 Annual Update Report: City of Pickering Community Engagement Strategy (Priorities for 2014 -2015)
r`Acfion�::,
Progress � Update ±�:v
�Lead;Departmeiit-,�
5
coming back. The Recreation Complex has
a great variety of services and programs
that Members are not utilizing. By creating
the monthly Recreation Complex
Newsletter, Pickering Fit, we are able to
promote our services and the value of an
active lifestyle in an efficient and cost
effective manner.
,
In partnership with VIVA, the Pickering
Recreation Complex hosts a monthly Coffee
Chat & Cards event for Members who are
55 +. Coffee Chat & Cards is a drop in
lounge where members can have a coffee,
enjoy some conversation and play a game
of cards or board game. It is an informal
opportunity for adult members to build
bonds and socialize with other mature,
active adults.
The Sports Council has been meeting.
quarterly throughout 2014 and 2015 to
share information and provide the City with
valuable input as to progress within the
clubs. Each meeting a guest speaker from
.
.
the City staff, or from within the Community,
has attended to provide information and
opportunities for support. Special guests
have included staff from City of Pickering
By -Law Department, Youth Initiatives- and
Youth Friendly Application, Trillium
5
2015 Annual Update Report: City of Pickering Community Engagement Strategy (Priorities for 2014 -2015)
Priori `�
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6
Foundation, City of Pickering Fitness Staff,
and Snap'd Newspaper /Marketing
opportunities. Ongoing information on
Provincial Grants is provided, as well as
subsidy support for participants of various
sports groups. Communications between
sports groups as well as the City of
Pickering and various groups has greatly
improved. Sharing of information continues
between groups between meetings. Minutes
are taken and available for all meetings.
•
The Adopt a School program began in the
fall of 2014 and was completed in the spring
of 2015. Sixteen schools and a total of 482
students, participated in the program. Adopt
a School is a comprehensive fire safety
curriculum program designed for grade one
students. It presents six fire safety
messages using classroom lessons,
activities and home connections. It provides
schools with maximum-flexibility so that .
presentations can be taught as stand -alone
fire safety units by fire crews and is easily
integrated in language arts core curriculum
lessons by teachers. Currently, Pickering
firefighters teach the curriculum over four
learning sessions. Teaching students how to
prevent fires and how to respond properly in
fire situations are skills students in adopted
classes will remember and practice
•
throughout their lives. Our goal is to teach
6
2015 Annual Update Report: City of Pickering Community Engagement Strategy (Priorities for 2014 -2015)
Priority i
;Action :;
• Progress •Update.
Lea'i1.�Depar`tment
7
students to recognize and avoid fire risks,
helping them lead fuller and more productive
lives and reaching beyond the classroom to
families in this process.
•
The Leash Free Working Group met twice •
last year to review concerns in the leash
free area. In an attempt to find new
members, staff used social media
(Facebook), community page and posters at
our existing leash free area. The working
group gained 2 new members. Throughout
the year, our members act as staff's eyes
and ears at the park. They ensure the leash
-
free areas are kept clean, holes are filled in,
garbage picked up, and seeding. The
working group provided valuable input on
where the solar light should be placed.
.
Light was put up and has been a huge
success. ,
7
2015 Annual Update Report: City of Pickering Community Engagement Strategy (Priorities for 2014 -2015)
r ¢ti
ctiion'.
Progress Update
xLeaddDepartment�
MINEMINMEEMM
Develop a long -term
In May, 2014, a Communications Plan was
A new outreach initiative staff are
All Departments
strategy for providing
created detailing the City's communications
introducing and building on as resources
information to
goals, areas of challenge, and communication
permit is a City of Pickering Street Team.
residents,
compensating for
channels of focus. This plan will serve as a
resource as staff move forward with our
Deploying our very own 'Brand
Ambassadors' to get the word out about
diminished local
communications initiatives in 2014 -2015 to
various key City services, promotions and
media
support our mandate of facilitating a unified,
creative and innovative approach to our
corporate communications.
.
With rapidly evolving technology diversifying
the way people receive and share news, it is
special events will help strengthen
City /public relationships, build trust, and
help to personalize "City Hall," providing an
understanding of subject matters that may
not already be well promoted, or that people
do not often actively seek out information
important that as a transparent and inclusive .
government, staff consistently strive to
enhance the way we engage those who live,
work, and play here in the unfolding story of
Pickering. As media can pick and choose
which Pickering stories they wish to share, it is
critical that staff explore and utilize other ways
of getting our key messages out. As such,
staff launched a new community eNewsletter,
titled, 'Your City. Right Now.' aimed at-touching
on the main highlights of our existing niche
on.
Two street team events targeting youth and
seniors on Emergency Preparedness have
been executed so far.
Developing in 2015 - Pickering's New,
Free Mobile App, Pingstreet — to provide
residents and visitors with convenient
access to City information and tools on the •
go. Users who download this app have the
•
_
-
publications, as well as profiling news of
general interest. •
'
ability to receive push notifications which
would benefit the City during an emergency
should we want to provide key alerts to
mobile home screens.
-
2015 Annual Update Report: City of Pickering Community Engagement Strategy (Priorities for 2014 -2015)
rPriontyt .„'�
Progress; Update
Lead; Department
9
Building on initiatives like this, staff will
Staff are considering a boulevard sign pilot
continue to develop our communications
program to promote high profile City
strategy and help staff understand how to best
initiatives and events in designated areas
employ the communications tools at their
within the community. Key corporate
disposal. Some of the communication channels
messages would be determined and
of focus include social media, website and
customized signage would be designed to
eNewsletters. ,
support our community engagement
initiatives.
The Integrated Marketing Team will be
reviewing a kiosk/iPad program for City
facilities to provide opportunities for
residents /visitors to subscribe to
newsletters /like us on social media, take
surveys, etc.
9
ATTACHMENT + � TO REPORT# a7 --`S
City of Pickering
Proposed Statement of Commitment to Community Engagement
The City of Pickering is committed to working collaboratively with our residents and
stakeholders on the development, decision making, and delivery of services that will
continue to make Pickering a great place to live, work and play.
The City of Pickering believes that effective, well designed community engagement will:
• be based on realistic expectations, mutual respect, trust, and responsibility
• be timely, clear, and transparent
• invite our residents to get involved and contribute to the wellbeing of their
neighbourhood, and Pickering as a whole
• foster two -way communication to implement a shared vision that meets the
evolving needs of our community
105
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41111.4,1;04741fdnI01,At4,42.,
Introduction
This report is intended to be the basis for an engagement strategy for the City of Pickering. It attempts to answer
two basic questions that are central to the sense of purpose and unity that are important to any community.
How do we do things together? What are we working towards?
First, let's admit it: Engagement has become a buzzword. It's appealing because as a word, the idea of
engagement sounds like a promise. And at a time when the bonds of community are strained, when neighbours can
feel like strangers, and when any of us struggle to make time for family and friends, much less for civic good works
and volunteer causes, engagement sounds like something we very much want — like a one -word solution to fix
everything that doesn't feel right.
Unfortunately, engagement isn't simply something that you do or a set of techniques that you can apply — though
some can help. Instead, it's a culture 'and an ethos that can only be built with time.
This culture of engagement gets built when we ask ourselves:
When we do things together, are we acting out of respect and appreciation for one another? Do we try to widen the
circle or restrict access? When we do things together, are we left wanting to do more together, or do we become
tired and feel worn down?
And, are we working towards the same goals? Do we share similar values? Do we understand one another's
priorities? Are we thinking big picture and long -term?
Together and Towards: A report to support the development of an engagement strategy for Pickering
Whether implicitly or explicitly, when we 'touch the state' by accessing local services, contacting an elected
representative, or even when we board a local bus, read the news, walk through a park or attend a public meeting,
we might ask ourselves any of these questions. Our response tells us whether we should do more, care more and
invest more. In an engaged community, that answer will be yes.
Of course, these are difficult questions for government. After all, government exists to get things done.
Government is how a community acts collectively. Governments must carefully steward their resources and weigh
difficult priorities. On top of ensuring that roads get built, and sewers get drained, that fires are put out and
inspections are conducted — and-the thousand other practical tasks of local government — concerning oneself with
such 'soft' questions can seem like just another distraction from the real work of running a city.
Rather than ask such open -ended questions, it's easier to focus on transactions you can measure where you can
count how long a person waits on a phone, or evaluate the attitude and manner of city staff. As a back -stop, there's
always the accountability of the electoral system. "Don't like my work? Then you can show me the door at the next
election."
Responsive, excellent customer service. Effective representation. Make no mistake, both are essential elements to
good local government. But the argument of this report is that when it comes to sustaining a positive relationship
between residents and local government these two elements alone don't add up to an engaged, connected
community. Something more is required.
What we need are better answers to the questions How do we do things together? and What are we working
towards? As a matter of principle, an engaged community starts with these questions and keeps asking these
questions. Deciding to ask is what gets you there.
Together and Towards: A report to support the development of an engagement strategy for Pickering -2
Why focus on engagement?
Engagement isn't a panacea, but by focussing on the culture of engagement within a community, local government can begin to address many of
the root causes of apathy, cynicism, misinformation and disinterest. In their place, a strong culture of engagement provides residents with a
greater sense of agency, purpose, connectedness and responsibility — qualities which are sometimes referred to as 'social capital.' High levels of
social capital are essential for healthy, well- functioning communities.
We focus on engagement in order to:
Build trust... between Pickering residents and local
government
Build capacity... to support a vibrant civic economy
Build citizens... who are engaged, informed and able to
make a constructive contribution to their city
Build culture... that is distinctive, welcoming and positive
Together and Towards: A report to support the development of an engagement strategy for Pickering 3
Touching the State
Do encounters with city services, council, planning exercises and city communications
foster more trust, capability and confidence or less? Each resident's impression works to
either build up or wear down civic morale and engagement.
Residents
City Council
City Services
City Planning
City Communications
"The City Experience"
Together and Towards: A report to support the development of an engagement strategy for Pickering
High trust
High capacity
Engaged citizens
Strong culture
Low trust
Low capacity
Disengaged citizens
Weak culture
4
Five Premises
Here are five premises we've employed in drafting this report Deliberately provocative, they are intended to help question the assumptions we easily
make when we think about public engagement and the role of government. Together, they describe a 'paradigm of public engagement' where
. government has responsibility and must take the lead to create a local culture where government and residents work together more effectively
towards common goals.
1. Engagement is something that you earn. It's not something that you do.
2. Engagement and learning are flip sides of the same coin. Government has a pedagogic responsibility to
its citizens — to make its decisions, plans and services more intelligible — and create a more informed
public.
3. Local government is a platform for social and civic development. It can become a platform for
engagement and learning as well.
4. Effective communication is critical. Currently government lacks sufficient channels to adequately convey
quality information and create a culture of engagement. It also needs to step off the 'message track'.
5. It's not them, it's you. Creating a culture of engagement starts with government — from council to
managers to staff. Organizational change is the first step towards community change.
Together and Towards: A report to support the development of an engagement strategy for Pickering 5
There are three `i's' in engagement
If Pickering residents are going to work
together towards common goals and a
shared vision for their city, they need three
things: They need to be invited, they need
more information and they need to see the
impact of their involvement.
An invitation needs to be more then a
notice or an ad — it needs to be direct and,
to the greatest extent possible, it should be
personal and correspond to the resident's
interests.
Information needs to be intelligible and
accessible. City government can no longer
rely on local press to carry the message. Nor
can it trust in social media to organically
convey information. Instead, government
needs to create its own direct
communications channels to residents and
become increasingly skilled at
differentiating between advertising,
communicating and informing residents.
Residents have a strong sense of the value
of their time. If they're to become involved
than they need to see tangible results and
understand to what extent their contribution
will make an impact.
Invitation
► Joinan event or
committee.
"Serve their communi tY !as
. :.
,volunteer or; ;
representative
/.'Learn more' about how, ,
the; city'works l , . l'.;
Information
■ Receive news concerning city hall
and city events
■ Become more knowledgable about
city decisions, procedures and
services
/ Have a strong sense of place
because of strong wayfinding
signage and city iconography.
■ Access city information with ease
'i +:r ether and Towards: A report to support the development of an engagement strategy for Pickering
6
Mixed mindsets
When it comes to the business of satisfying citizens and residents, there are a lot of competing concepts and terms. Customer service, stakeholder
consultation and public engagement are three major models for describing different approaches to government interaction with citizens.
Customer service
The drive across government to provide better
'customer' or 'client' service is in almost all
respects a very welcome thing. A focus on
service excellence has improved public
satisfaction with government services, while in
many instances, also reducing their costs.
Because government must constantly transact
business with citizens, and these transactions
are a touch point between government and
citizens, it's reasonable that these transactions
be as simple and pleasant as possible.
However, taken too far, this model can also
imply that government is merely a service
provider. Like a vending machine that
dispenses goods, it gets kicked and rattled by
users when the product gets stuck.
Treating citizens as customers also tends to
reinforce the idea that residents are self -
interested consumers rather than constructive
and contributing members of the community.
Left unchecked this mindset can lead
government towards a restrictive and
counterproductive view of the public as an
insatiable and often irrational force that is out
for individual gain and therefore must be
managed.
Stakeholder consultation
As government evolves to legislate more
widely and in greater technical detail, it
necessarily relies on the counsel and
perspective of those stakeholders most likely
to be affected by government action.
Stakeholders are useful to government: they
bring expertise and usually advocate for a
clear outcome which government can weigh
against its own understanding of the issue.
What's more, convening stakeholders and
soliciting their views is often much easier for
government than approaching residents with
little background or immediate interest in a
government proposal.
Stakeholders are a convenient source of input
and have become increasingly central to the .
policy- making process.
However, relying too heavily on stakeholders
can lead to interest -based negotiations among
a professionalized cohort of advocates, and
can lead government towards conclusions that
may not accurately represent the best
interests of their constituents.
Together and Towards: A report to support the development of an engagement strategy for Pickering
Public engagement
Public engagement requires government to
share some degree of planning and decision -
making responsibility with citizens. It assumes
that government will make better, more
informed, and popular decisions when it
enjoys the benefit of greater public
participation and involvement.
Public engagement activities operate on two
levels simultaneously. They are intended to
help revitalize democracy and reinforce
institutional legitimacy, build citizenship and
foster a sense of community. At the same time
and more visibly, any engagement activity is
also directed towards a productive task. It is
intended to help government create a plan,
solve a problem or create tangible public
value.
The Public Engagement model assumes
citizens are curious, interested, and
community- minded — even in the face of
contrary evidence. It encourages creative
problem- solving by knitting individuals and
groups into larger and more extensive
networks that support a shared sense of place
and purpose.
Exchanging versus engaging
Goal:
Decision-
making and
problem-
solving
Goal:
Interaction
in service
delivery
Exchanges with Citizens
Inform Consult
Provide the public
with balanced
objective
information to
assist them in
understanding the
, problem,
alternatives,
opportunities and /
or solutions
Provide
Provide services
and enforce laws
and regulations
with courtesy,
attentiveness and
responsiveness to
citizens
Receive and
respond to resident
requests and
complaints.
Obtain public
feedback on
• analysis,
alternatives and /
or decisions
Consult
Receive and
respond to resident
requests and
complaints.
Obtain public
feedback on quality
of or satisfaction
with services
Engagement with Citizens
N� "i "r`lriclude
abora e.'
Empowerl
: :42aI
* Chart; Connected Communities: Local Governments as a Partner in Citizen
Engagement and Community Building, James Svara and Janet Denhardt eds., Arizona
State University for the Alliance for Innovation.
Together and Towards: A report to support the development of an engagement strategy for Pickering
One of the first concepts public
engagement practitioners learn is
the IAP2 continuum of engagement
which runs from simple
communication activities to the
outright empowerment of citizens.
James Svara and Janet Denhardt .
view it differently and have adapted
the IAP2 continuum to make a firm
distinction between information
"exchange" and citizen
"engagement ".
Svara and Denhardt criticize
exchange activities as 'thin'
consultation, which often fail to meet
the public's expectations for
involvement or create a sense of
shared ownership. Though exchange
activities still have an important role
to play — especially in supporting
more robust engagement activities
— government should avoid
portraying routine 'exchanges' with
citizens as insistences of more
substantial 'engagement'.
Defining a culture of .engagement
ultivateta "sense "o
s aredtpurpose,r;
Devolve ooutiaspects?
o {the planning and
decision making tN
De elcop
rcompetenccesia
educators and'cc
�'aules
st f
For example:
Invest in prominent long -
range planning exercises
► Create a'community
conversation' with a city
lecture series,
neighbourhood dialogues,
and deliberate civic
programming
► Create a narrative and
brand for the city's
development
► Demonstrate public
accountability and
responsiveness
■ Look ahead at the
legislative agenda and
identify early on those
opportunities to involve
the public in planning and
decision - making
► Invest in the professional
skills and supportive
measures necessary to
facilitate good public
processes
► Champion citizen
involvement as a source
of legitimacy and
credibility
► Develop new
communication channels
to reach residents
consistently and directly,
increasing the city's
communications footprint
► Develop a communication
strategy that is about
more than 'messaging'
► Actively compensate for
the consequences of
inadequate and declining
local media
Together and Towards: A report to support the development of an engagement strategy for Pickering
► Frame public
conversations as problem -
solving rather than
preference- setting
Develop a'citizen service'
strategy that identifies all
of the ways Pickering
residents can give back
and serve their city
► Dismantle over - zealous
liability and health and
safety barriers to
volunteerism and
community initiative
Use government as a
platform for learning as
well as social and
personal development
► Promote staff with a
natural facility for
explaining and sharing
what they know
► Create a civic curriculum
to formalize opportunities
for residents to become
better informed and active
9
Our process
Our process began with general research of best . practices in citizen engagement by municipalities and one -on -one and small group interviews with Council and senior staff.
Our findings from this first phase were prepared in an interim report and formed the basis for the program taken up in the second phase of workshops with Council, City staff,
Citizen Advisory Committee members and community leaders. Their guidance forms the basis for the recommendations contained in this report.
Research
Feb /Mar
Survey of innovative municipal
engagement strategies and
initiatives.
Interviews
April
24 individual or small -group
interviews with elected
officials and staff representing
the departments/
offices of:
•
•
•
•
Mayor
5 councillors
Sustainability
Library
Fire Services
Customer & Admin
Services
Community Services
Corporate Services
Planning & Development
City Clerk
City Solicitor
CAO
Preliminary Report
May
Preliminary findings:
Interview results
• Best practices overview
• Workshop program
Workshops
May
Consultation sessions with:
• Senior staff /Council
• City staff
• Community leaders
• Citizen Advisory
Committee members
Final Report
September
Final report and presentation
including:
• Interview results
• Workshop results
▪ Framing engagement
▪ Proposed priorities
Together and Towards: A report to support the development of an engagement strategy for Pickering 10
Interviews
Twenty -four members of Council and senior staff lent us their time and experience, and contributed their insights to this process.
They gave us candid assessments of Pickering's internal and external engagement processes, and helped to identify ways that
the engagement strategy will raise the bar in future.
,Erie Towards.: A report to =,1�',,_' q i e development of an engagement strategy for'
0o
Who we interviewed:
We requested an hour with city councillors and senior staff across all departments. Though we followed a similar list of questions, the conversations varied widely as each
person described their efforts to engage the public, as well as their perceptions of the potential for improving the relationship between residents and local government.
Dave Ryan •
Mayor
Peter Rodrigues
Regional Councillor Ward 3
Bill McLean
Regional Councillor Ward 2
Jennifer O'Connell
Regional Councillor Ward 1
Kevin Ashe
City Councillor Ward 1
David Pickles
City Councillor Ward 3
Everett Buntsma
Director, Community Services
Richard Holborn
Division Head, Engineering Services
Steve Reynolds
Division Head, Culture & Recreation
Bill Douglas
Fire Chief
Gord Ferguson
Deputy Chief, Training & Fire Prevention
Steve Fowlds
Fire Prevention Officer
Thomas Melymuk
Director, Office of Sustainability
Chantal Whitaker
Coordinator, Sustainability
Gil Paterson
Director, Corporate Services
Cathy Grant
CEO, Library
Neil Carroll
Director, Planning & Development
Catherine Rose
Manager, Policy
Grant McGregor
Principal Planner, Policy
Deborah Wylie
Senior Planner, Policy
Judy Hodgson
Manager, Customer & Admin. Services
Tony Prevedel
CAO
Debbie Shields
City Clerk
Paul Bigioni
City Solicitor
Together and Towards: A report to support the development of an engagement strategy for Pickering 12
6ll
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"We don't engage early enough."
Highlights from what we heard:
What we learned from the interviews
What works well:
Municipal government is closest to the people, and the most
accessible
Council and staff are available and accessible to members of the
public. City representatives are active in the community. Pickering
welcomes inquiries or input from residents through formal and informal
channels.
Structural changes within the corporation are working
Staff enjoy working in cross - disciplinary and mufti-departmental teams.
They appreciate greater discretion and responsibility for their work.
They are keen to learn from each other and the public.
Pickering is a respectful and harmonious multicultural
community
Newcomers are welcomed into the community and become involved in
civic affairs. The level of anxiety around intercultural relations and
newcomer integration is very low.
The City are keen to employ new technologies and practices
There is a great deal of excitement for new ways of communicating and
interacting with the public. A revamped website, the customer care
centre, telephone town halls, social media, "mayor for a day ", and
sustainability events at the downtown mall were all mentioned as
initiatives the City could expand and build upon.
Community building events are highly popular
When the City of Pickering throws a party, people turn up. Canada Day
events, Ribfest, recreation and library membership, and Pickering
Blooms enjoy a high degree of participation and support
What needs work:
Pickering Tacks a corporate approach to public engagement
Individual councillors and departments have their own approaches to public
engagement, while some departments, such as Planning, must adhere to
provincial standards for notification and consultation. This leaves the public
with no sure sense of where the City stands and how it will reach out. Equally,
it leaves staff and councillors feeling isolated and unsupported.
We aren't learning enough from our mistakes
Pickering lacks evaluation standards and debriefing practices for its
engagement initiatives. Learning across the corporation is limited, and
the City is not building institutional memory to replicate successes and
correct failures.
A vocal minority has an outsized impact
A small group of highly active citizens plays an outsized role in
influencing public policy. Less active residents only come out to a
meeting if they are upset or unhappy with a situation. As a result, broad
and inclusive representation of public opinion is hard to achieve, as only
vocal individuals with a stake in the outcome attend.
The structure of public engagement discourages
participation
Despite best intentions, the structure of current public engagement
exercises exacerbates barriers to participation. The formal rules of
Standing Committees and delegations to Council meetings prevent
some citizens from communicating their views in their own words or
through different avenues. Residents are often asked for their input too
late in the policy process to make a real impact on the outcome. •
Pickering does not demonstrate responsiveness to citizen input
The City asks residents for their input, but seldom demonstrates that it is
listening. Perceived lack of responsiveness from the City alienates those who
made the effort to contribute and discourages resident participation.
Together acid Towards: A report to support the development of an engagement strategy for Pickering - 14
Priorities from the interviews
1. Develop Pickering's sense of community
Engagement should expand opportunities for residents to contribute to their city's development. The strategy should build a community that gives
people more reason to move to Pickering and stay here. Participation should strengthen the connections between neighbours, and give the
different communities in Pickering more chances to interact and share experiences.
2. Determine a corporate approach to engagement
Staff are keen for more opportunities to learn how to conduct public engagement. Some asked for a dedicated staffer who could liaise
across departments and provide advice and support. Councillors want to see a more informed public and are frustrated that general
information such as newsletters come out of their council budgets and are not part of dedicated City outreach.
3. Learn new techniques
There was significant interest in exploring the range of possibilities or different models for engagement. Both councillors and staff were
curious and open to new ideas. They understood that engagement could take place in many forms, as opposed to fitting into just one area of
politics.
4. Evaluate the value of different approaches to engagement
Time, money, and value were all prime considerations for staff and Council. Determining concrete goals and outcomes, including ways to
assess the 'bang for the buck', are necessary to ensure that engagement processes are appropriate, effective, and cost - effective.
5. Work with the public to solve problems together
Both Council and staff are eager for new ways to overcome the antagonistic relationship between government and the public that can arise from
current consultation methods.
-.4 Together and Towards: A report to support the development of an engagement strategy for Pickering 15
N
Workshops
We held six workshops: two for Council and senior staff, two for staff, one for resident members of the Citizen Advisory
Committees, and one for leaders of community organizations. Over one hundred people participated in the voluntary workshops.
The workshops were an opportunity to think about the character and quality of interactions between the City, residents and
community organizations, and to identify where Pickering is doing well and where — and how — we need to raise our game.
A vision for a more engaged community
Over a series of collaborative activities and discussions, the workshop participants reached a rough consensus concerning their vision for a more engaged community.
An informed community
"People call me and say their taxes are too high. Once they hear how their tax money is actually spent, they start to think they get a pretty good
deal." — Pickering councillor
Workshop participants, especially Council and City staff, are eager to raise public knowledge of municipal affairs. They want to increase the amount
of accessible public information and see residents better informed, sooner, about issues that concern them. They are very interested in better
equipping residents to contribute to the policy process, and seek to achieve more informed pubic input into City initiatives, particularly around
planning. Community leaders and citizen advisors agreed that more can be done to educate residents, and want to see additional and ongoing
training for councillors. All participants looked forward to a better and more constructive dialogue between the City and residents.
A vibrant community
"We could partner and do things together, but we've never met before today." — Local community leader
Participants agreed that while many Pickering residents are highly involved in their community, greater interest from more residents is required to
sustain and grow community organizations. They want to ensure all residents — including minorities, newcomers, and people of any age — can
easily tap into and participate in civic life.
An engaged community — and corporation
"We're taxpayers tool We don't like the waste. Ask us how we can do things better." — Frontline city staff
For most workshop participants, especially frontline staff, community leaders and citizen advisors, developing a culture of engagement was essential
for the City's success. Staff are keen for more opportunities to work together across departments and collaborate across the corporation to solve
shared challenges. Staff are eager to play a greater role in reaching out to the public and increasing the City's profile in the community. The majority
of workshop participants want to see meaningful consultation become the norm for Pickering, on issues large and small,
Together and Towards: A report to support the development of an engagement strategy for Pickering 17
W
A vision for a -more engaged community
A responsive community
"We should be able to know — and show — that the City is doing what is best for the whole community" — Senior city staff
Participants expressed their desire for council and staff to provide services in complete confidence that they are responding to community priorities.
They want a process that allows the City to consult with residents who are broadly representative of the city's population and collect advice that
goes beyond individual or group interest. They hope to act with even greater legitimacy and publicize how the City has collected and acted on public
input.
A Council committed to a better, more transparent and collaborative way of working
"People come to Council to see a motion passed, and half the time they can't even tell when it's happened" — Pickering councillor
Workshop participants stressed the need for the policy- making process to be 'friendlier' and more accessible for Pickering's residents. More
convivial public meetings and council /committee meetings were a priority, Participants also envisioned an expanded role for the City as a public
educator. They felt the City could take an active role in helping residents to learn about municipal governance through introductory 'Civics 101'
courses or workshops on how to run for municipal office. They also suggested the City expand or adopt best practices for plain language
communication, and called for a•'translation' of council and committee procedures to make the policy- making process easier to ,understand.
Together and Towards: A report to support the development of an engagement strategy for Pickering 18
Barriers to a culture of engagement
After they described their aspirations for Pickering, workshop participants identified barriers, real or perceived, to achieving municipal goals.
The City has limited modes of outreach to the public
Residents who do not or cannot access the City's website can only receive information about municipal initiatives through the New Advertiser or sporadic
newsletters from councillors.
Councillors dominate citizen advisory committees and public meetings
Meetings are often overly formal, with councillor dominating the discussion. Committee members tend to defer to city councillors and need greater
autonomy and clarity about their roles.
The City lacks a clear long -term plan for economic and physical development
There is no formal agreement or vision to guide Pickering's development. Without an accepted, integrated plan, each new initiative leads to a clash of
competing visions and unnecessarily divisive decisions.
Voluntary organizations are in decline
An aging volunteer base is not being replenished. Residents are more motivated to advocate for single -issue campaigns, which tend to dissipate once the
issue is no longer pressing. They are less likely to commit to joining standing organizations such as rate -payer associations.
Limited transportation options hinder participation from some groups
Limited or onerous transit options pose barriers for citizens without access to personal vehicles, particularly youth and seniors:
Councillors only hear from a segment of the public
Only a small segment of the population contributes to public meetings or contacts their councillor. Accessing a broad, representative sample of the
population is a challenge.
Together and Towards: A report to support the development of an engagement strategy for Pickering .19
Priorities from the workshops
1. Give residents a more productive role in decision- making
Workshop participants want the City to productive and meaningful role for residents to play in the policy process. Working together to reach a more
representative, better informed, more publicly minded dialogue about city issues and involving residents in a meaningful way much earlier in the policy
process were both regular themes at the workshops.
2. Increase quality and usage of public space
Participants suggested that improving the quality, availability and accessibility of public spaces would encourage residents to get out and get to know
each other. Developing long -range neighbourhood and transit plans in collaboration with residents, expanding the practice of mixed -use public
buildings and spaces, as well as working with developers and the region to increase the accessibility of City spaces were all cited as necessary
initiatives.
3. Maximize convening power
Frontline staff and community leaders enjoyed the opportunity the workshops presented to get together and discuss common issues. Many
community leaders met for the first time and, over the course of the conversation, identified opportunities for partnerships and collaboration between
their organizations. They emphasized the tremendous value created for learning and cooperation, and strongly encouraged the City to convene staff
and community groups more often.
4. Improve communication and raise the City's public profile
A common theme among the workshop recommendations was the need for the City to do more community outreach and shore up communications.
Many participants proposed offering introductory classes to help residents learn about municipal affairs. Similarly, they suggested extending
educational opportunities to staff and councillors by creating special courses on select city issues. Frontline staff and citizen advisors were keen to
increase the number and range of Public Information Centres and locate them in high- traffic areas around the city. Many workshop participants also
suggested reviewing the City's Municipal Performance Measures and using them to develop an accessible annual report / report card for residents.
5. Adopt culture of engagement — inside and out
Most workshop participants felt that adopting a culture of engagement would require an organizational change, not simply new tools or techniques.
Many — especially frontline staff and citizen advisors — are keen to lead the change internally by doing more to share information and break down
barriers between departments. They recommended placing a greater emphasis on learning and communications, and developing new ways of working
with each other as well as with the public.
Together and Towards: A report to support the development of an engagement strategy for Pickering 20
Are these residents a risk, an obligation, or a resource?
Five areas of focus
We've summarized our findings to describe the current reality and preferred future in five focus areas.
We then lay out four priorities for each focus area for achieving this change and building a culture of engagement.
Understanding
Engagement
City Planning City Services
City Council City Communications
Together and Towards: A report to support the development of an engagement strategy for Pickering
22
Describing cultural change
Understanding Engagement
Current State
The rationale for public engagement is unclear. A strong customer
service ethos supersedes the idea of Pickering residents as
constructive partners, and public engagement as a mechanism for
city - building and social development.
There is no consistent corporate approach to public engagement;
Current efforts are episodic and ad hoc.
City staff are interested in working more effectively with the public
but lack techniques and resources.
The City struggles to reach residents and communicate effectively.
Robust communications are essential for successful and sustained
engagement.
Future State
Investments in public engagement complement and support
perceptions of responsiveness and quality customer service. The
City works with residents in new ways to solve problems, build trust
and create value.
A public engagement strategy guides and unifies City efforts to
respond to, involve and empower residents. The strategy seeks to
strengthen the democratic fitness of residents as well as their
knowledge of City programs, service and plans.
A growing culture of engagement and learning rewards staff
innovation and collaboration.
Enhanced communication channels become a trusted and popular
way for residents to access information and become better
informed.
• Together and Towards: A report to support the development of an engagement strategy for Pickering 23
Describing cultural change
City Council
Current State
Councillors have mixed experiences working to engage local
residents. They cite low turnout, the potential for conflict, poorly
informed residents, and over - representation by vocal minorities and
local advocates as dissuasive factors.
The feedback and direction the City receives during consultation
processes are often,inconclusive or of marginal value to Council.
There is little public interest in municipal affairs; voter turnout
continues to decline and several wards have gone uncontested.
Citizen Advisory Committees are a valued supplementary
mechanism for soliciting input to Council. More could be done to
recruit new members and strengthen the focus and value of each
committee's work.
Future State
A coordinated corporate strategy to engage residents improves the
experience of residents and councillors alike, leading to higher
overall levels of participation and greater confidence in the
engagement process.
New, more robust engagement processes focussed on the big
picture provide clarity concerning citizen priorities, and help to
create a common agenda for councillors and staff.
Local government makes it a priority to reverse these trends, and
deploys new communication strategies to raise public interest.
The Advisory Committees work with the City to devise new
performance measurements concerning recruitment, turnover and
achieving specific annual goals. Committee members share
responsibility not only for representing but also for engaging the
wider community, and are supported by City staff.
Together and Towards: A report to support the development of an engagement strategy for Pickering
24
Describing cultural change
City Planning
Current State
Long- standing issues such as neighbourhood intensification, the
airport lands and Seaton development remain highly divisive.
Development typologies remain predominantly suburban and do •
not foster a more convivial, 'downtown experience'.
Development decisions and notices appear sudden and perplexing
to many residents.
Statutory requirements concerning land use and development are
treated as sufficient specifications for public consultation, and
rarely produce useful or constructive input.
Future State
High profile, long -term planning processes are used as a creative
and essential communications, engagement and learning tool to
build public consensus concerning major growth and new
development.
Pickering adopts a long -term strategy to use new growth to knit
together existing communities, creating a greater sense of place
and destination, and begins to reduce car dependency within new
developments.
City growth and development are recast from something that
'happens to you' to something that 'happens with you'. Planning
communications become more intelligible and reinforce a positive
narrative concerning city - building.
Statutory requirements are treated as minimum specifications, as
the department pilots new mechanisms for engaging the public.
Together and Towards: A report to support the development of an engagement strategy for Pickering 25
Describing cultural change
City Services
Current State
City staff enjoy strong morale and take pride in their work providing
essential services and programs to Pickering. residents. They also
recognize ways they could provide services more efficiently or
serve residents more effectively.
City services and programs are extensive but not altogether well -
known by residents. Similarly, the cost of providing City services
— or of local government as a whole — is not well understood by
residents.
Services and programs have long legacies and are maintained
according to demand.
Future State
City staff routinely collaborate across departments, sharing data,
while identifying new ways to streamline services and create public
value. 'Inside' entrepreneurialism is encouraged, and collaboration
rewarded
Services and programs are well -known and used by residents;
Greater public awareness of city finances encourages a more open
discussion concerning revenue options, and investment, and
greater mindfulness among all city staff to steward resources
carefully
Services and programs are periodically reviewed and redesigned
with residents and users to promote innovation and efficacy;
Learnings are publicized and shared
Together and Tonorcts: A report to support the development of an engagement strategy for Pickering .
26
Describing cultural change
City Communications
Current State
Pickering lacks a strong civic brand; City iconography is used
inconsistently.
A new Pickering web site increases transparency and access to
city information and services.
A heavy emphasis is placed on the promise of social media to the
exclusion of more substantive, narrative -based communications.
Local media is weak and provides inconsistent coverage of local
news and events to residents.
Future State
A strong civic brand and enhanced graphic standards across city
properties and services provide the basis for a new way- finding
system for the city, creating a stronger sense of place and local
character.
The Pickering website continues to expand and add new features,
becoming a single point -of- access for a majority of city services
and city communications.
In addition to electronic media, new annual print publications mailed
directly to homeowners dramatically increase the flow and quality
of city information available to residents.
Pickering is noted as a leader in civic communications and
becomes increasingly creative in its efforts to communicate with
residents, projecting a confident and inclusive image of a dynamic,
welcoming and growing city.
Together and Towards: A report to support the development of an engagement strategy for Pickering 27
Twenty recommended engagement priorities
Understanding
Engagement
City Council
City Planning
City Services
City
Communications
Create a new learning and
engagement unit to advise
council and departments
Pass a motion concerning
the city's commitment to
engagement and adopt a
strategy on public
engagement and learning
Develop a 100 year vision for
Pickering to guide planning
and build public consensus
Pilot new public challenges
competitions to improve
service delivery and create
public value
Develop a long -term strategy
for providing information to
residents, compensating for
diminished local media
Develop and offer an annual
introductory civics course to
Pickering residents
Ask all departments to report
on opportunities for resident
engagement and learning
Continue to review statutory
obligations concerning
consultation with a view to
exceeding minimum
requirements
Create an inter - service
frontline working group to
share information and
coordinate adtivities
Develop a new civic brand
strategy to better distinguish
city geography, facilities,
services and communications
Develop a one -day public
engagement training
program for staff to improve
skills and understanding
Adopt new, more deliberative
techniques for involving
residents in decision - making
Involve engagement
specialists in the design of
public consultations to
support major city planning
exercises
Create a co- production task
force to review opportunities
to devolve, enhance or share
city services with residents
and local groups
Organize a single repository
for opt -in contact information
with the goal of being able to
email 50% of Pickering
residents within two years
Set clear benchmarks and
measures for increasing
public engagement and
report annually
Review citizen advisory
committees with an aim to
widen participation and revise
their Terms of Reference
Engage citizens to enhance
current design principles
concerning the conviviality of
proposed developments
Work with residents to
periodically review and
redesign city services and
programs
Develop a comprehensive
annual report to citizens that
provides a detailed and
informative account of city
activities during the past year
Together ;e di Towards A report to support the development of an engagement strategy for Pickering 28
Understanding
Engagement
1. Create a new learning and engagement unit to advise council and departments
Establish a team of two city staff members to receive training and serve as in- house,
part-time experts on public engagement. This 'engagement and learning unit' would
act as internal champions and as resources for all staff and councillors seeking to
consult with the public, while also assuming responsibility for recording and
reporting on the City's efforts to engage the public more effectively. The unit would
not act as facilitators or conduct public meetings, but would instead consult and
provide advice to different city business units. This approach will help the City learn
from its experiences, and increase its internal capacity to undertake engagement
activities.
2. Develop and offer an annual introductory civics course to Pickering residents
Municipalities across North America have developed introductory courses on local
government that are proving to be surprisingly popular with residents. An inter-
departmental staff group would determine the curriculum, and a member of each
department's senior team would be responsible for developing and presenting their
portion of the programs. Participants in the program would meet City staff, learn
about City responsibilities and services, as well as current issues before Council. The
program would have the dual benefit of assisting staff to become more skilled at
presenting technical information in lay terms and knowledge- sharing. Held annually,
the four to six session course would increase residents' knowledge of City issues,
and provide more residents with an on -ramp to to access City Hall and become more
involved in local government.
3. Develop a one -day public engagement training program for staff to improve skills and understanding
Successful public engagement requires intentional design and skillful execution. With
the assistance of engagement professionals, develop a training program for staff to
better understand the models, methods, and rationale behind public engagement. A
one -day course would orient staff to different techniques for responding to different
community needs, and provide basic principles for creating a more engaged
community. Engagement professionals and City staff should develop the program
jointly, adopting a'train the trainer' model so staff will subsequently be equipped to
repeat the program periodically and provide refresher courses.
4. Set clear benchmarks and measures for increasing public engagement and report annually
Include clear goals in the engagement strategy to benchmark the uptake of
engagement techniques across City departments. Demonstrate the City's
commitment to involving the public in City affairs by setting goals for quality and
quantity of public enagement practices and publicizing the results. Anticipate gradual
expansion and improvement over the first few years of implementation. Evaluating
how well the City is living up to its own goals and publicizing progress will signal to
the public that the City is sincere in its efforts and ambitious in its intent, and will set
Pickering apart as a City committed to excellence in public participation.
Together and Towards: A report to support the development of an engagement strategy for Pickering 29
City Council
5. Pass a motion concerning the city's commitment to engagement and adopt a strategy on learning and engagement
"Statements of commitment" are routinely used by public bodies to define a common
understanding and demonstrate willingness to uphold a set of values, practices, or a
general code of conduct. As work begins to create a new engagement strategy for
Pickering, develop a corresponding Council motion to publicly express the City's
commitment to effective public engagement and their desire to create a more
engaged community. The commitment should be brief and straight- forward, and
supply an easy rule -of -thumb for Council to use in living up to its commitment.
6. Ask all departments to report on opportunities for resident engagement and learning
Set practical goals for engagement by first consulting within each City department,
working with senior and frontline staff to identify the major challenges they face and
opportunities for public involvement. Identify opportunities for engagement by asking:
what are the upcoming decisions we need to make? What are the greatest sources
of conflict between our department and the public? What are the big projects we
want to take on? What is the need in the community we're not sure how to meet? A
thorough evaluation by each department will help model good internal engagement,
garner staff buy -in for engagement initiatives, and develop a culture of thinking of
the public as an ally in solving shared problems.
7. Adopt new, more deliberative techniques for involving residents in decision - making
Public deliberation entails members of the community coming together to exchange
views and experiences with one another and generating shared recommendations
for use by government. As opposed to a situation where individual and groups
present their opinion directly to government and where government is solely
responsible for reconciling divergent views, deliberation shares this responsibility
with all stakeholders and the public. There are many methods of deliberative public
consultation, and overall the practice has been shown to diminish tensions between
elected officials, increase resident understanding and acceptance of government
decisions, and result in better decisions informed by the community. Make the
expansion of deliberative practice at regular intervals throughout each Council term a
major goal of the engagement strategy, and aim to incorporate some element of
deliberation and problem - solving in every public engagement initiative.
8. Review Citizen Advisory Committees with an aim to widen participation and revise their Terms of Reference
Citizen Advisory Committees have long played a constructive role in assisting Council
and providing the City with expertise and insight from Pickering residents. They are
the principal standing mechanism through with the City receives citizen input. On the
occasion of developing a public engagement strategy for Pickering, it makes sense
to examine the work and membership of these committees more closely. A review
should look to see how recruitment can be strengthened, the interface between
Council and the committees improved, and whether an annual plan for each
committee could be developed that would provide each committee with greater
autonomy and a clearer sense of purpose.
Together and Towards: A report to support the development of an engagement strategy for Pickering 30
City Planning
9. Develop a 100 year vision to guide planning and build public consensus
Establish the vision, principles, and goals for a 100 year vision plan for Pickering.
Involve Council, staff, local groups and residents in a wide- ranging discussion that
examines the implications of growth over a long time horizon, and lifts the
conversation above the immediate political fray. A completed vision would detail the
community's aspirations for their city, affirm shared values, and provide a guideline as
well as priorities for development. This initiative could learn from the recent
experience of Calgary, which developed a 100 year plan in order to create public
consensus on the shape and character of future growth.
10. Continue to review statutory obligations concerning consultation with a view to exceeding minimum requirements
Statutory requirements for public consultation cannot be avoided. However, provincial
regulations are often treated as the maximum that can be done, as opposed to the
minimum specification. Review Pickering's statutory obligations concerning public
consultation with the goal of raising the bar and providing staff with guidelines to go
beyond the statutory minimums in their efforts to consult the public on planning
matters. Treat statutory minimums as a baseline for more creative approaches to
communicating and engaging with residents . City staff have a strong desire for the
review, and have demonstrated strong instincts and aptitudes to build on the
statutory framework .
11. Involve engagement specialists in the design of public consultations to support major city planning exercises
Dedicated budgets for substantive public consultations should be set aside as a
percentage of overall project budgets. This would allow the city to retain engagement
specialists to support major planning exercises, and develop processes that are
comparable in scale and scope to the planning action being reviewed. Upfront
investment in substantive public engagement processes often reduces opposition
leading to costly delays and can lead to better quality development decisions that
enjoy greater public understanding and support.
12. Engage citizens to enhance current design principles concerning the conviviality of proposed developments
Pickering's zoning by -laws include regulations concerning height, setback, density
and many other standards to which developers must adhere. Work with residents to
develop standards for conviviality — regulations concerning physical attributes that
improve the warmth, sociability and liveliness of neighbourhoods and new
developments. The concept of development standards for conviviality stems from
the New Urbanism movement in the United States, and have helped to guide new
development in neighbouring Markham and other mid -sized suburban municipalities.
.Establishing principles for conviviality will ensure new developments are consciously
contributing to community- building in Pickering.
Together and Towards: A report to support the development of an engagement strategy for Pickering 31
City Services
13. Pilot new `public challenges' competitions to improve service delivery and create public value
Each year invite City Council to identify one major challenge they would like public
assistance in solving. Promote this challenge as a competition to schools, businesses
and residents and feature the submissions and proposed solutions. Challenges can
be broad like improving early years literacy, or much narrower, like finding a speedier
way to melt ice on sidewalks and public paths. Invite city staff and members of the
public to suggest their own challenges, and participate in evaluating the submissions.
An effective public challenges program can create a low -cost source of innovation,
and create a greater sense of public participation in meeting the challenges of local
government. Similar competitions are now being piloted throughout the UK, and a
new centre for public challenges has recently been created by their government's
National Endowment for Science, Technology and the Arts.
14. Create an inter - service frontline working group to share information and coordinate activities
Create an inter - departmental working group of frontline staff to share information
about their interactions with the public and challenges in providing services. By
meeting six times a year, this group will be able to assess the breadth of city services
to identify high -cost service interactions, inefficient services and 'frequent fliers'
either individuals or events with high service demands. By comparing experiences
and taking a wider lens, this working group will be able to overcome silos and identify
issues that may otherwise languish just beneath the radar in multiple departments.
The working group will also be tasked with seeking opportunities to integrate
services, increase efficiency and creatively overcome service challenges.
Together and Towards: A report to support the development of an engagement strategy for Pickering 32
City Services
15. Create a co- production task force to review opportunities to devolve, enhance or share city services with residents and local groups
Co- production is an approach where government and citizens partner in the delivery
of services. Simply put, it refers to local government accepting the contribution of
volunteers — or even contracting out services to community non - profits — to deliver
City services. Though it may sound radical, co- production is already practiced in
Pickering in the form of the Eyes on the Street program, where instead of hiring
additional bylaw officers the City looks to residents to assume responsibility for
vigilance in their communities. In a tight fiscal environment, municipalities around the
world are looking at co- production as a means of providing quality services to
residents for less. Facing a shrinking budget and an affordable housing crisis the
town of Jacksonville, Florida, shifted their support from their own supportive housing
and instead funded Habitat for Humanity, who they discovered could house more
people faster and cheaper than their own service.
Create a task force with the mandate to review Pickering city services with an eye to
identify opportunities to improve provision through partnership with residents or local
groups, or to conserve resources or enhance service by devolving the service directly
to the community.
16. Work with residents to periodically review and redesign city services and programs
Establish a schedule and an appropriate methodology for periodically reviewing,
refreshing and redesigning city services and programs by involving residents and
service users. These sessions can be sources for new innovation and also
demonstrate accountability to Pickering residents. They are also useful for creating
greater appreciation for the limits of certain services and programs where innovation
and improvement proves challenging. Similar processes can also be used to evaluate
or gauge demand for new programs or service collaborations between, for instance,
the library system and the local school board, or a retirement home and the
Community Care Access Centre. Resulting documentation and lessons should be
shared with other municipalities to urge broader efforts across the province at
service innovation.
Together and Towards: A report to support the development of an engagement strategy for Pickering 33
City
Communications
17. Develop a Tong -term strategy for providing information to residents and compensating for diminished local media
The decline of local media has been detrimental to municipal communications.
Without a strong local media presence Pickering must develop alternate means of
raising its profile and communicating with the public. Create a long -term
communication strategy to clarify the City's communication goals, and actions to
achieve them. Determine the hierarchy of City communications methods (Website, in-
person interaction, facebook, newsletters, recreation guide, etc.) and develop
outreach initiatives to drive residents to access each method. Developing the
communications strategy wit help staff understand how to best employ the
communications tools at their disposal, and its implementation will help the City be
more deliberate and effective in how it conveys information to residents.
18. Develop a new civic brand strategy to better distinguish city geography, facilities, services and communications
Create a strong civic identity and brand to help staff, Council and residents tell the
Pickering story. Decide what is special about Pickering — what you want to
emphasize to attract people and businesses to the city. Make this idea the core of
the branding. Develop consistent imagery, colours, and typography to reinforce the
City's identity. Consider commissioning an easily identifiable and replicable symbol
for the City of Pickering. Deciding from among the shortlist is a great opportunity to
open the competition to public input. Clear, easily replicable symbols, consistently
applied not only to City documents, but also to City property, delineates public space
and evokes city pride. Rather than a flashy PR exercise, rethinking the City's
branding can initiate a public conversation about what residents and the City want
for their community, and how to put their best foot forward.
19. Organize a single repository for opt -in contact information; Set a goal of being able to email 50% of residents within two years
Online communication is integral to keeping the public informed and involved in City
affairs. Making the City's website appealing and user - friendly is one way to
encourage traffic, but relies on residents to regularly visit the site. Develop an opt -in
repository for resident contact information to increase the City's ability to reach out
directly to residents with important information. Initiate a kind of 'membership drive'
to collect residents' email addresses with the goal of being able to email 50% of
Pickering residents within one year. Consider referral competitions, prizes for the
'enth' person registered in the form of special invitations to City events or access to
City services, such as two hours of free, private ice time on a City rink for the block
who gets every house on their street to sign up with the City.
20. Develop a comprehensive annual report to citizens that provides a detailed and informative account of city activities
Issue an annual report or City report card to residents each year. This can be a plain -
language version of the municipal performance metrics already produced by the City.
Include an evaluation of the City's performance in comparison with the previous year
along with context explaining why this performance measurement is important. Don't
be afraid to include areas where the City is not doing so well. Showcasing any
shortcomings as well as your successes demonstrates transparency and builds trust
among the public. By providing a clear evaluation of how the City is responding in its
areas of authority, the annual report will also help to clarify resident expectations and
inform residents about City responsibilities.
Together and Towards: A report to support the development of an engagement strategy for Pickering 34
Together and Towards: A report to support the development of an engagement strategy for Pickering
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