Public Engagement & Building Project Trust

By Brad Hamilton, Director of Public Engagement, WSB

Emerging from the pandemic, there is growing fatigue with virtual communication. In our industry, we are seeing a greater need to be adaptable and flexible in how we communicate with the public about projects. The pandemic allowed innovation in virtual communication spaces, but with many craving real connection, targeted, personalized engagement can build more public trust and support for projects.

Using Personal Touches & Grassroots Connection

For many projects, the best ways to connect with the public is often through more traditional tactics like face-to-face interaction and grassroots style communication. Going door-to-door and talking to people about neighborhood projects is impactful and builds positive relationships with residents.

For transit-related projects, ensuring that people are engaged where they are (bus stops, light rail stations, etc.), means you can effectively communicate how projects will impact riders who actually use the system.

Communicating with Technology

Face-to-face interactions can help build connection and better engage the public, but technology tools enhance those touch points significantly. For instance, while going door-to-door, you can pull out a tablet and show a virtual rendering of what a finalized neighborhood project will look like. You can also do a virtual survey on the spot, so neighborhood residents can share their input in real time. Websites and QR codes allow easy access to project websites as well.

Furthermore, for those still uncomfortable with in person interaction or for convenience reasons, virtual meetings are still an effective way to communicate. Traditional targeted digital messaging – like social media advertising or posting on neighborhood association sites — works as well.

Listening to All Voices

Intentional, thoughtful public engagement builds trust and ensures people understand how projects will impact them before, during construction, and after a project is complete. But most importantly, well done public engagement provides opportunities for all voices to be heard and provide input on projects.

Too many people in traditionally underserved and underrepresented communities have been cut out of conversations on transportation and infrastructure for far too long. Making sure all voices have a seat at the table ensures that projects benefit residents, improve access, enhance communities, and stop a few loud voices from dominating conversations on projects that impact everyone.

Want to learn more about public engagement and best practices? Brad Hamilton will be speaking at the 2022 League of Minnesota Cities Annual Conference June 22-24 in Duluth, MN. Attend and hear more on how to effectively communicate and build public trust.

Brad’s experience includes strategic development, engagement, facilitation, and relationship building. He led the creation and development of MnDOT’s Liaison Services. Brad facilitated private and public partnerships with Fortune 500 companies for emerging technologies, managed several Agency programs, and worked to advance multiple MnDOT initiatives and policies.

bhamilton@wsbeng.com | 763.442.3113

2021 Public Engagement Look Ahead

By Dan Pfeiffer, Director of Public Engagement, WSB

Spring is rapidly approaching; in Minnesota the snow is melting and talk of spring load restrictions has begun which means the construction season is just around the corner. Now is the time to start thinking about successful project communications and engagement, the first step is planning.

2020 brought out our adaptability showing that we can continue to move projects forward, engage the community, and bring decision-making to the virtual space. The focus on spatially distanced engagement will likely continue through at least the first half of 2021. We are optimistic that the second half of 2021 will bring us together in-person while continuing to offer virtual engagement, including virtual options will encourage increased community participation moving forward.

Develop a Plan

Identify your engagement goals, audience, and messaging before focusing on the tactic or tool you want to use. Your selected tactic or tool is only effective if your audience can use it.

Early and Often

Communicating clear usable messages early and often with the community reduces uncertainty and mitigates anxiety. Develop messages and calls-to-action that your audiences can read, understand, and use the first time they encounter it.

Tools and Techniques

Use tools and techniques that are familiar to your targeted audiences, including the physical space in your community. Even as we’ve all socially distanced in the pandemic, many of us still get out to the parks, trails, and community gathering spaces. Consider including in-place signage along roadways and trails, posters and sidewalk decals at faith institutions, and grocery stores to help inform residents.

In-person Engagement

A critical measure for when to begin in-person engagement, beyond public health official’s guidance, will be our communities themselves. When our communities begin to hold in-person events we should ask to be there with them.

Flexibility

Finally, remember that your communications and engagement program should be monitored and controlled like other project management processes. This allows for controlled changes to the plan to reflect on-the-ground conditions.

As another construction season approaches, it is necessary to ensure plans are in place for staying connected to our communities. WSB’s team of communications and engagement professionals are ready to support communities through all phases of the project.

Dan has more than ten years’ experience leading teams, as a team leader and operations assistant in the Army, and Minnesota Army National Guard and over eight years in public engagement. He has completed the International Association of Public Participation’s Foundations in Public Participation, the National Transit Institute’s Public Involvement in Transportation Decision-making courses.

dpfeiffer@wsbeng.com | 612.394.6037

Dan Pfeiffer, Director of Public Engagement, to join Midwest Chapter of the International Association for Public Participation USA Board

The Midwest Chapter of the International Association for Public Participation USA (IAP2) Board recently announced that Dan Pfeiffer, WSB Director of Public Engagement, will join their Board of Directors for a two-year term beginning in January 2021.

Pfeiffer worked with IAP2 previously as a non-member on their training committee policy development. Prior to joining WSB, he served in the United States Army 2002-2006 and the Minnesota National Guard 2006-2008. Pfeiffer brings more than ten years of experience to IAP2, working to develop strategic communication and engagement strategies to inform the public on important decisions in transportation infrastructure.

As a new Board member, he is driven to deliver thoughtful leadership and leverage his background in public policy to advance public participation in government decision-making. Pfeiffer believes his involvement in “IAP2 and the Midwest Chapter is more important than ever as governments of all levels seek to rebuild trust with communities and achieve equitable outcomes.”

The IAP2 Midwest Chapter includes members residing in North Dakota, South Dakota, Nebraska, Kansas, Missouri, Iowa, Minnesota, Wisconsin, Illinois, Indiana, Michigan, and Ohio.
A full list of the 2021 IAP2 Midwest Chapter Board of Directors can be found here.

Navigating Public Improvement Projects During COVID-19 – Part 1

Enjoy part one of our two part series discussing how to best manage your community during stay at home and social distancing orders. Our team of experts share challenges and solutions to Public Engagement and Municipal Requirements.

Staying connected when public meetings aren’t possible

By Dan Pfeiffer, Director of Public Engagement, WSB

As many states across the country issue stay-at-home or shelter-in-place orders, our communities are still forging ahead behind the scenes with many infrastructure projects that are essential to our lives and economic health when we move beyond Covid-19. Many of these infrastructure projects rely on public engagement efforts to help guide decision-making and gain valuable feedback. Delaying project progress by canceling engagement activities is not an option when timelines and construction need to continue forward or when working in areas with shorter construction seasons.

There isn’t a one size fits all solution when determining ways to effectively engage with stakeholders. When typical engagement methods of in-person, small group and stakeholder relationships are not possible, staying connected to the public is still possible and effective.

Digital and Virtual Engagement Methods

Connecting with audiences virtually offers a more flexible audience who can engage where and when it’s convenient, but standing out amongst the noise and distractions can be challenging. It’s important to capture their attention right away since they are a mouse-click or new link away from not being engaged. Some effective tools include:

Engagement Methods When Barriers Exist

Barriers to participation in a digital environment exist. Access to internet, internet connection speed and computer literacy are all challenges that communities may face. When engagement is needed in communities that lack internet, cell service or other technology barriers, finding ways to connect with stakeholders requires some creativity. Some effective tools include:

Is Your City Ready to Become a ‘Smart’ City?

By Shelly Hanson, Sr. Project Manager and Charlie Wild, IT Application Administrator, WSB

At one point, the idea of wirelessly connected, data-driven communities seemed futuristic and aspirational, like an episode of “The Jetsons.” But with advances in technology and consumer demand, this trend toward technology-enabled, efficient cities is happening all around us.

While major metropolitan areas like Chicago, San Francisco, and New York City are well-known for their “smart city” initiatives, communities of any size can take steps to use technology to improve city services, operations, policymaking, and public engagement.

Recently, many Minnesota cities have been working to expand their broadband networks, develop stormwater systems, manage energy performance, and initiate other smart city projects.

Definition of a smart city

While there are many ways to define a smart city, we group smart city initiatives into these six categories:

Mobility: Scooters, public transit, vehicles, and anything that moves people, goods, or services
Water: Wastewater and stormwater facilities
Public services: Traffic management, permitting, GIS applications
Homes and building: “Internet of things” technology in homes, offices, and public buildings (heating and cooling, lights, security)
Energy: Utilities, fleet management, efficiency
Integration: Powered by data and seamlessly connected broadband networks, applications

In many cases, cities already have elements of this public infrastructure running through their communities and are on the path toward becoming a smarter city.

Achieving goals

It’s important to note that cities aren’t using these tools for accolades. Technology and data can help provide smart solutions that improve the quality of life in a city and return tax dollars into the system. Ultimately, the goal of implementing these strategies is to deliver better outcomes for the community while using fewer resources. Smart city approaches can also help communities reach broader goals like advancing equity, improving policymaking, or decreasing their environmental footprint. A tangible example of this is crime rates. In Philadelphia, the Police Department launched a “Smart Policing Initiative” using data, GIS mapping, and predictive analysis to see where crime is occurring most in the city.

The analysis allows the city to devote more resources to crime hot spots and improve response times. The city’s high crime areas have seen reductions in the crime rate since implementing these practices.

Disadvantages to consider

While it’s easy to see how data improved public life in the Philadelphia Police Department example, there are also drawbacks to consider. Smart cities are powered by data, and residents may be wary about sharing personal information with their government. Communities that use this technology must take steps to ensure privacy and prevent companies from profiting off their citizens’ data.

Another risk is cyberattacks. Now that many cities have made large-scale investments in digital technology infrastructure, predators have found opportunities to wreak havoc on city systems.

In Baltimore, attackers recently targeted the city’s computer-aided dispatch system, and first responders were unable to access it for 17 hours. A 2018 ransomware attack of Atlanta’s software applications disrupted five of 13 city departments and cost more than $12 million.

Smart cities must invest in the security of these critical infrastructure systems to ensure reliable and secure systems that the public can trust.

Money-saving initiatives

Although smart city initiatives may carry an upfront cost in some cases, they can save the city money in the long run. For example, San Diego leaders expanded upon money-saving efforts that are helping to make their city smarter.

What began as an initiative to use energy-efficient LED bulbs in streetlights has evolved into the deployment of the world’s largest smart city sensor platform. Controlled by remotes, this digital infrastructure allows the city to dim the streetlights during certain hours of the day, resulting in further energy and cost savings.

Becoming a smart city

Throughout the United States as smart city approaches become more common, cities are becoming more equipped to manage risks and use advances in technology to build better communities.

If your community is ready to get smart, public engagement can help you identify priority areas and set goals. Start a conversation in your city about the challenges you’re facing and how information and communications technology can help solve those challenges.

This article was originally published in the League of Minnesota Cities Winter 2020 magazine.