A Brief Guide To
An Effective Community Involvement Program

Community involvement begins with a sincere desire to communicate with the public and to better understand their perceptions and attitudes with respect to a particular project.

Although public officials are sometimes hesitant about communicating negatives, people respond well when they are given accurate information and all the parame­ters that affect the final decisions that will be made.  It is important to explain, from the beginning of a project, which decisions are set and where there are alternatives from which choices can be made, based upon public response.

In general, the objectives of a community involvement program may include one or more of the following:

  1. To learn about peoples' perceptions and knowledge about the project
  2. To educate the public about possible alternatives and to describe where no choices are to be made; i.e. people need to know where their opinions will be wanted and be of value to the planners and decision-makers
  3. To obtain responses to possible alternatives
  4. To measure changing levels of awareness and acceptance
  5. To identify elements that will make a project more acceptable to the public, in order to promote these elements through various media

The desired objectives of a community involvement program determine which mar­keting research and/or promotional tools will best serve the needs of those given the responsibility for directing a project and gaining public acceptance for the decisions that are made.

Individual Interviews

(Also Called Depth or One-on-one Interviews)

 An in-person interview with an opinion leader in the community, usually lasting 30 to 60 minutes, conducted by a professional interviewer following a prepared inter­view outline.

Purpose

Provides subjective information and serves a necessary political function by seeking the opinions of those who believe they should have a significant voice in decisions that will be made.  Individual interviews are also an excellent first step at assessing the relevant issues and concerns of the community.

  1. Interviews should be conducted with political, business and/or community leaders, particularly with those individuals who believe they are important opinion leaders and should be consulted.

  2. Besides providing an overview of the opinions, attitudes and issues, the infor­mation obtained from the interviews often helps in the selection of other community involvement tools that will be most appropriate for the project.

  3. Suggestions for interview subjects may come from project team members, from agencies and organizations involved with the project and from those who are interviewed.

Requirements

  1. Well prepared interview outline.

  2. Professional interviewer.

  3. Coordination with project team members to be sure appropriate people are interviewed and that the interview outline covers the key concerns of those who will be making the decisions.

Focus Group Discussions

(Also called Small Group Discussions)

A discussion with 8 to 12 people, who are representative of a specific population or subgroup in the population, led by a facilitator following a prepared discussion guide.

Purposes

Provides subjective information about the perceptions, attitudes and ideas of the population of which the group is representative.

  1. Participants are recruited by contacting clubs, organizations and individuals and asking for suggestions (it is also possible to obtain participants by a random sample method, using the telephone, but this is a much more costly method).  As much as possible, those selected should be a reasonably good cross-section of the population.

  2. Participants are usually given a special incentive - most often a cash fee or dona­tion to their club or favorite charity - to ensure attendance and to provide tangible proof that their participation is important to those who are conducting the discussion.

  3. Although data obtained from a focus group discussion is subjective and may not be projected to the larger population, the information derived from these discussions is usually a good description of the ideas and perceptions of the population from which the participants were selected. Data from random sample surveys and focus group discussions concerning the same project are remarkably similar.

  4. Where a random sample survey will provide the "what" data (i.e. what propor­tions in the population share the same opinions), data from a focus group discussion provides the "why" data that complements the statistical information and makes it easier to understand why people hold certain opinions.

Requirements

  1. Well prepared discussion guide.

  2. Professional facilitator or discussion leader.

  3. Participant incentives.

  4. An appropriate room for the discussion, with a table large enough to seat everyone and that allows the facilitator to make eye contact with all participants.

  5. Professional evaluation and preparation of a written report; subjective observers of these discussions can often interpret them according to their own concerns and biases.

Random Sample Surveys

(Also called Opinion Survey)

Description

A personal interview conducted over the telephone or in person with randomly se­lected subjects in a given population; professional inter­viewers following a survey questionnaire conduct the interviews.  Data from all the interviews is collected, coded and tabulated, and a written report is prepared from analysis of the data.

Purpose

Provides objective, statistically valid data about the opinions and attitudes of a given population; accurately describes the proportion of the population who have particu­lar awareness and beliefs; and provides a demographic profile of the total popula­tion and the subgroups within the population who have particular identities (such as geographical, age ranges, etc.) or share particular opinions.

  1. A random sample survey should be conducted prior to any educational, public relations or promotional campaign to assure that the campaign will focus on what people need to know or better understand.

  2. It is important to understand what types of people share certain opinions so that project leaders can determine the relative importance of those individuals who ex­press particular opinions.  Often, outspoken critics of a project may not represent the opinions of the majority of the people affected by the project.  Although organized groups must be listened to and given sensitive responses, there is frequently a silent majority that may have different views from the strong-voiced minority.

  3. A random sample of 200 will provide a large enough base for projecting to the total population with a reasonable degree of accuracy (+/- 7% with a 95% confi­dence level) for most situations.  Each subgroup about which projections are to be made will also require a minimum sample of 200.  For example, if an area is to be evaluated by geographic boundaries, a sample of 200 will be needed for each geo­graphic entity; grand totals for the whole population will be obtained by weighting each of the subgroups according to their actual numbers in the total population.

Requirements

  1. Well designed survey questionnaire.

  2. Interviews conducted by supervised, professional interviewers.

  3. Professional coding of questionnaire, with open-ended question coding ap­proved by the sponsoring agency.

  4. Tabulation on a computer system that can provide readable printouts and that can run a series of cross tabulations with ease.

  5. Analysis of the data and preparation of written report by a research professional.

Open Public Meetings

(Open To Any Member of the Public)

Description

An open meeting, widely publicized and promoted, to encourage any interested per­son to attend and share his/her opinions and ideas on a project.

Purpose

An open forum at which any interested citizen may express his/her opinions and re­sponses.  For many projects, they are a politically necessary function.  Public meet­ings are most effective and productive if conducted using a workshop format where people are directed to list ideas and suggestions and discuss them within small groups.

  1. Public meetings rarely draw a representative sample of the population.  Rather, they tend to attract representatives of special interests and those who are opposed to a project.

  2. Public meetings should be widely promoted through newspaper and radio an­nouncements, mailings to interested individuals and groups, phone trees, school newsletters to parents, organization newsletters and personal contact with organiza­tion leaders who can pass on the information to members.

  3. Meetings are better attended if conducted on a Monday - Thursday evening between 7:00 and 9:30 p.m. (generally, earlier in rural areas and later in urban communities).  An hour and a half will provide enough time for a presentation and a working session, but more complicated or controversial subjects may require two hours.  The end time of the meeting should be stated at the beginning and should be strictly adhered to (with the exception that project team members may want to vol­unteer to stay afterwards to respond to questions from individuals).

  4. Meeting notice should be given two to three weeks ahead with reminders three to five days before the meeting.

  5. With groups of less than 20, an informal roundtable format may be most effec­tive.  Larger numbers may be separated into groups of 8 to 10 persons for a workshop session following the presentation.

  6. Individual questionnaires should be provided to every person at the meeting, and the moderator of the meeting should stress the importance of receiving a com­pleted questionnaire from every person attending so there will be a record of each person's opinions and ideas.  Questionnaires should be distributed at the close of the workshop discussion period and collected as people leave the meeting.

  7. A room set up with fixed audience seating and a podium inhibits and often intimidates many that attend a public meeting.
  8. Well prepared workshop materials and small group formats enable those attend­ing to freely express their ideas and opinions while making it difficult for an individ­ual to dominate the meeting.

Requirements

  1. Adequate notice of the meeting in various media.

  2. A meeting room that enables a flexible format; not an auditorium with fixed audience seating (schools and libraries often have excellent meeting rooms).
  3. Well prepared discussion materials.

  4. A strong moderator/facilitator to control the meeting, keep people focused and assure that everything will be accomplished by the announced ending time.

  5. Preparation of a written report based upon analysis of the written materials and questionnaires collected from the participants.

Special Interest Group Meetings

Description

A meeting prepared for business, neighborhood, employee or other group that has expressed a particular interest in a project.

Purpose

Provides a forum for special interest groups to express their ideas and opinions.  A meeting directed at a special group is also an effective way of communicating an ap­preciation for the importance of the group or organization.

  1. It is often politically wise to meet separately with special interest groups.  For example, a daytime workshop with a local Chamber of Commerce may be an effective way of learning what the business community thinks about a particular project.
  2. The format for the meeting may be small group discussion, if there are more than 20 participants, or an informal roundtable discussion if less than 20 are attend­ing.  All of the agenda and format elements that apply to the open public workshop will also apply to these special group meetings.
  3. The organization or group for whom the meeting is conducted should be re­sponsible for publicizing the event and encouraging attendance. Project team members should be supportive to the special needs and interests of the group.

Requirements

  1. Full support of the group for whom the meeting is being conducted, including their assuming responsibility for promoting attendance.
  2. Well prepared agenda and workshop materials (it is often possible to use the same materials and agenda for the special group meetings as is used for the open public meetings).
  3. An appropriate meeting rooms (not an auditorium with fixed seating).
  4. A strong moderator/facilitator to conduct the meeting.  A leader from the group should begin the meeting, explain the purpose and general format, and then introduce the moderator.
  5. Preparation of a written report based upon an analysis of the written materials completed by the participants.

Working Committees

(As an Alternative to a Citizen's Advisory Committee)

Description

A group formed from representatives of major or special interests in a community relative to the project.  The group should be limited to no more than 14 people.

Purpose

Serves as a sounding board for ideas and alternatives to be presented to the com­munity; individuals in the group act as liaisons with their respective constituents.

  1. While it's more traditional to appoint a Citizen's Advisory Committee to assist with a project, in practice these committees are not very productive and their "advice" is frequently not followed.  A Working Committee assigns its members ac­tive roles, facilitating the communication between the agency for whom a project is being directed and the groups from which the committee members are selected.  Their roles include, but are not limited to, disseminating information, reporting to their groups, encouraging attendance at public meetings and obtaining responses from their members that are then presented at the Working Committee meetings.
  2. Participants may be selected by the project team or agency staff. Their selection may be based upon political considerations, or they may be chosen from volunteers who want to help with the project.
  3. Each Working Committee meeting should be preceded by a mailing in which materials to be studied for the coming meeting are distributed.
  4. The meeting should be led by a trained facilitator and should adhere to the pre­pared agenda as much as possible.

Requirements

  1. Careful selection of participants to assure a good representation of the interests and attitudes of the community.
  2. Adequate notice and delivery of meeting materials to allow members time to plan their responses.
  3. Well prepared meeting agenda to accomplish some specific objectives.
  4. Well defined roles and tasks for committee members.
  5. Selection of a project team member to be responsive to and coordinate with committee members
  6. Trained facilitator to conduct the meetings

Publicity/Public Relations

Description

Any type of communication with the public, including paid advertisements, news items and feature articles, mailers, brochures, displays, etc.

Purpose

To inform and educate people and to stimulate public response.

Requirements

  1. Paid advertisements in a newspaper can elicit interest in a new story about the event.  This is particu­larly important to keep in mind, since newspapers are sometimes reluctant to give much coverage to public agencies, unless there is a negative or controversial story.
  2. Public service announcements and news releases should be distributed to the media two to three weeks ahead of the desired publication date; phone and/or in-person follow-ups will promote publication.
  3. The media will not give coverage to an event unless they believe it is newsworthy.
  4. For an event or project that is confined to a local area, door-to-door distribution of flyers or brochures can be effective.  Boy or Girl Scouts or other service groups can often do distribution by making a donation to the organization.
  5. Promotional materials and brochures should be written and designed by profes­sionals.
  6. Public agencies should try to use "We" when communicating, rather than em­phasizing the agency name (the agency is, after all, serving the public).
  7. Any communication with the public should utilize themes and language that respond to public needs and interests, who are best, determined through effective marketing research.

School Programs

Description

Public education programs that utilize school children as the transmitters of infor­mation to their parents and other adults in the community.

Purpose

To inform and educate people and to stimulate public response.  Adults often respond to information given to them by their children.

Requirements

  1. Materials sent home with the children should require interaction between the children and their parents.
  2. School programs are most effective at the elementary level where children are naturally enthusiastic.  Middle school children are a more difficult age group with which to work.  Effective programs can be developed for middle and high school level students, but they must be creative and challenging in order to achieve participation.
  3. For elementary children, a simple reward system can be established that ac­knowledges each child's participation (such as a button or certificate.  Participation involves taking home certain information, having parents (or other adults in the home) check off accomplishments or compliances, and returning something to school which verifies what has been done.
  4. Prior to designing any school program, a meeting is conducted with appropriate school district and school officials and teachers to obtain approval, solicit ideas and establishes acceptable procedures for implementing a program.

The Internet

Description

Just about anyone who owns a computer today has, or plans, to have Internet access.  The Internet is a source of information and communication for a growing share of citizens, but is especially a comfortable source for those who have been raised in the computer generation (generally, 45 years or under).  Many cities have web sites and are using them to provide information about city services, park programs and current city issues.  Some are encouraging citizens communication on many levels and for many reasons via the Internet.

Purpose

A web site provides an excellent tool for informing citizens and for providing a forum for public responses and comments.  Caution is advised when interpreting the responses to a web site.  Just as newspapers and newsletters and public meetings draw responses and comments from citizens who have particular issues they want to discuss (most often, expressing dissatisfaction), those who respond on the Internet are not necessarily an accurate representation of the thoughts and ideas of the larger public.

Internet access is increasing exponentially, so public agencies will need to become ever more sophisticated in their presentation and their methods of public interaction.

Requirements

  1. Have a professional design your web site or use a program that has been developed specifically for public agencies.
  2. Provide useful information at your web site (such as emergency contacts, people to contact for specific information, descriptions of current planning and construction projects, park-sponsored classes and programs, etc.).
  3. Update the information frequently so that people will have a reason to check out the web site often. 
  4. Conduct periodic Internet surveys to determine who is coming to the site, what information they are looking for and whether they are satisfied with what is presented to them.

Ways to Develop
an Adversarial Relationship with the Public

Possible Results From an Adversarial Relationship with the Public

...confirms citizens’ original opinion that the public process is pointless

...assures that adversarial relationships will occur on future projects

...increases likelihood of lawsuits and other legal opposition

...and no one is happy

...the original problem is unresolved; those left suffering are now likely to get  angry

...time, money and energy are wasted

 Positive Ways to Involve the Public

Public Involvement is a Two-Way Street 

    

Getting Information Giving Information
from the Public to the Public

Depth interviews

Education programs

Public workshops

News Releases

Open houses

Newspaper articles

Focus group discussions

City newsletters

Random sample surveys

Brochures/flyers

“Hotline”/information line

Promotional displays

Newspaper/mail survey

Speakers/presentations

Neighborhood meetings

“Hotline”/information line

Web site/e-mail

Web site
Ombudsman

Newspaper/mail survey

Neighborhood meetings

 

Ombudsman

A Typical Community Involvement Process