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Linking Community Visioning and Highway Capacity Planning (2012)

Chapter: Chapter 6 Reaching Stakeholders

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Suggested Citation:"Chapter 6 Reaching Stakeholders." National Academies of Sciences, Engineering, and Medicine. 2012. Linking Community Visioning and Highway Capacity Planning. Washington, DC: The National Academies Press. doi: 10.17226/14580.
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Suggested Citation:"Chapter 6 Reaching Stakeholders." National Academies of Sciences, Engineering, and Medicine. 2012. Linking Community Visioning and Highway Capacity Planning. Washington, DC: The National Academies Press. doi: 10.17226/14580.
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Suggested Citation:"Chapter 6 Reaching Stakeholders." National Academies of Sciences, Engineering, and Medicine. 2012. Linking Community Visioning and Highway Capacity Planning. Washington, DC: The National Academies Press. doi: 10.17226/14580.
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Suggested Citation:"Chapter 6 Reaching Stakeholders." National Academies of Sciences, Engineering, and Medicine. 2012. Linking Community Visioning and Highway Capacity Planning. Washington, DC: The National Academies Press. doi: 10.17226/14580.
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Suggested Citation:"Chapter 6 Reaching Stakeholders." National Academies of Sciences, Engineering, and Medicine. 2012. Linking Community Visioning and Highway Capacity Planning. Washington, DC: The National Academies Press. doi: 10.17226/14580.
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Suggested Citation:"Chapter 6 Reaching Stakeholders." National Academies of Sciences, Engineering, and Medicine. 2012. Linking Community Visioning and Highway Capacity Planning. Washington, DC: The National Academies Press. doi: 10.17226/14580.
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Suggested Citation:"Chapter 6 Reaching Stakeholders." National Academies of Sciences, Engineering, and Medicine. 2012. Linking Community Visioning and Highway Capacity Planning. Washington, DC: The National Academies Press. doi: 10.17226/14580.
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Suggested Citation:"Chapter 6 Reaching Stakeholders." National Academies of Sciences, Engineering, and Medicine. 2012. Linking Community Visioning and Highway Capacity Planning. Washington, DC: The National Academies Press. doi: 10.17226/14580.
×
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Suggested Citation:"Chapter 6 Reaching Stakeholders." National Academies of Sciences, Engineering, and Medicine. 2012. Linking Community Visioning and Highway Capacity Planning. Washington, DC: The National Academies Press. doi: 10.17226/14580.
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Suggested Citation:"Chapter 6 Reaching Stakeholders." National Academies of Sciences, Engineering, and Medicine. 2012. Linking Community Visioning and Highway Capacity Planning. Washington, DC: The National Academies Press. doi: 10.17226/14580.
×
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Suggested Citation:"Chapter 6 Reaching Stakeholders." National Academies of Sciences, Engineering, and Medicine. 2012. Linking Community Visioning and Highway Capacity Planning. Washington, DC: The National Academies Press. doi: 10.17226/14580.
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42 C h a p t e r 6 Introduction Public engagement is a hallmark of visioning processes that use innovative techniques to build public awareness and ownership in a process, to help stakeholders make informed choices among alternative futures, and to engage a wide variety of partners in vision development and vision implementation activities. This chapter provides guidance on stakeholder involve- ment tools and techniques to be used in a visioning process. Outreach methods used in transportation processes are drawn largely from urban planning and related fields, in which trans- portation is usually a variable in a larger process. However, as visions are used more widely in transportation planning, agencies and practitioners are relying on new tools and tech- niques to engage participants. This research will help practi- tioners review emerging best practices and select appropriate outreach tools to develop a vision, reach nontraditional stake- holders, and leverage new technologies and resources. Summary of Current practices Public involvement and partner outreach is a rapidly evolv- ing field, and technical tools and nontraditional stakeholder outreach methods continue to advance. Traditional tech- niques are commonly used in visioning processes; how- ever, increasingly, efforts are focusing on applying technical, interactive scenario-planning support tools and software. Many of these new tools are developed specifically to facili- tate visioning. Literature addressing visioning and outreach was reviewed to identify techniques that support a visioning process that facilitates collaborative decision making. Specifically, the team reviewed guidance documents, case studies, and syntheses of practices; they are listed in Appendix D. The case studies conducted for this project were reviewed to identify those with effective outreach and participatory processes. Involving Stakeholders in Visioning Appropriate, effective outreach tools and techniques are key to a successful visioning process, and opportunities for out- reach are present in all phases of the process. Visioning pro- cesses are unique because of their relatively high level of involvement and input from a range of stakeholders. These may include formal decision makers (e.g., public agencies), stakeholders typically involved in a planning process (e.g., advocacy groups), as well as other members of the public not traditionally involved (e.g., low-income, minority, or limited English proficiency groups). Interactive aspects of public involvement are foundational to a visioning process. In comparison to a public comment period or publicly noticed open hearing, required by most planning processes, visioning processes tend to employ pro- active outreach and interactive techniques to gather input. It is this active engagement in contributing ideas, assessing alter- native futures, and registering opinions on outcomes that provides the basis for developing a shared vision for the future. The SHRP 2 TCAPP Decision Guide framework identified key attributes of collaborative decision making. These prin- ciples help ensure that decision making is collaborative and that participants support the ultimate outcomes of a process. These principles are particularly relevant to the interactive, interdisciplinary approach of visioning: • Informed participation ensures that traditional communi- cations tools and techniques provide opportunities for reactive input, and proactive or interactive planning tools that relate technical concepts help advance informed pub- lic participation to greater levels. • Participant continuity refers to the role stakeholders and public meetings have traditionally played in maintaining a core group of interested parties. Visioning processes tend to open up these core groups to ensure the continued Reaching Stakeholders

43 engagement of a greater range of participants, through innovative mechanisms, targeted outreach, and ongoing opportunities for participants to stay involved. • Shared interest is a result of employing tools and tech- niques that are highly collaborative or interactive, includ- ing facilitation and consensus-building activities, so that participants learn about the interests of others and develop common goals to support a shared vision. • Decision-making influence is important for agencies involved in visioning because it affects the success of collaboration and stakeholder trust in an agency. It is important for agen- cies to determine their presence and level of involvement at the outset of a process, so that the vision and associated outreach processes appropriately convey the agency role to stakeholders. Feedback mechanisms for public and partner involvement are critical to help decision makers understand input and how that input may relate to possible changes in future decisions. • Level of commitment to a vision often depends on variables such as initial participant attitude, effectiveness of outreach techniques, and how well a collaborative process culmi- nates in a final vision. The early and continued involvement of stakeholders in a process increases the level of commit- ment and helps sustain the outcomes of a vision. Outreach techniques and tools The following provides guidance on specific outreach tools and techniques, and how a practitioner may select appropri- ate tools within the framework of the Vision Guide. Public outreach efforts are generally undertaken by the lead agency or entity involved in the visioning, but because of the broad scope and scale of these efforts, public involvement can be a cooperative venture involving any number of partners. Mul- tiple partners may be involved in outreach at varying levels. For example, local community groups, volunteers, citizen teams, consultants, and others may lead specific outreach activities during a larger process, allowing more stakeholders to be reached with higher levels of involvement. Therefore, for the purposes of this report, the public involvement coor- dinator is the equivalent of the visioning practitioner, as iden- tified earlier. Although public outreach tools and techniques often serve a variety of functions, there are three primary purposes of activities. These purposes are consistent with guidance from FHWA and are used to organize the examples of outreach activities provided here: • Informational techniques are critical to ensuring informed participation. They help garner initial public interest in involvement, support ongoing involvement opportunities, enable information to be disseminated readily, and increase the visibility and public awareness of an effort. • Feedback tools and techniques provide opportunities for active input into a visioning process, including outreach through traditional and nontraditional means, as well as innovative interactive scenario-planning support tools. • Collaborative techniques are essential to developing con- sensus and encouraging active and informed engagement of stakeholders, as well as developing lasting programs and partnerships to help sustain a vision. Selection of Outreach Tools and Techniques Table 6.1 presents outreach tools and techniques with applica- tions for each relevant activity area within the reaching stake- holders component of the online Vision Guide. In addition, the matrix notes other useful criteria for selecting methods, from cost-effectiveness to applicability for outreach to tradi- tionally underserved populations. The tools and techniques also may be found on the TCAPP website (transportation forcommunities.com). Informational Techniques Public Meetings Public meetings provide opportunities to gather members of the public, agencies, and interested parties to learn more about a vision process and to provide input. Meeting formats vary, but key elements include informative speakers and pre- sentations, facilitated exchanges or group discussions, and broad outreach through publicized and accessible meeting locations. One resource for information on public meetings is in Chapter 2 of FHWA’s Public Involvement report (U.S. Department of Transportation et al. 2002). Speaker Bureaus Speakers bureaus involve volunteers or project staff who seek opportunities to address public and private organizations on behalf of a visioning process. Speakers provide additional advocacy for the vision and are often visible public champions of an effort. Stakeholders should be given the opportunity to request briefings, or staff may actively seek out stakeholders as part of a targeted outreach program. Online Resources Online technologies allow the widespread dissemination of project information and innovative involvement of stake- holders on social networks such as Twitter and Facebook. These social networks are free, quick, and accessible tools that

44 Table 6.1. Public and Partner Involvement Tools and Techniques Preparing the Vision Creating the Vision Implementing the Vision Other Criteria Outreach Tools and Techniques Why Are We Doing This? What Is Important? What Are Our Resources? Who Will We Involve? Where Are We Now? Where Are We Going? Where Do We Want to Be? How Will We Get There? How Will We Stay on Track? What Have We Accomplished? How Do We Maintain Our Vision? Potential Implementation Cost Potential Resource Needs Addresses Nontraditional Stakeholders Informational Meetings Public meetings          $$ V (Y) Speaker bureaus        $$ v (Y) Online Resources Project website        $$$ V Webinars and video       $$ V Blogs and networks         $$ v E-mail lists and e-newsletters          $ V Printed Materials Printings and mailings        $$ v Visualizations and Maps Visualizations       $$ V (Y) Media Media strategies      $ v Design and Public Relations Representation and branding     $$ v Traditional Feedback Techniques Opinion surveys        $$ V (Y) Focus groups       $$ v (Y) Community outreach          $$ v (Y) Scenario Planning Software ArcGIS     $$ V INDEX    $$$ V MetroQuest   $$$ V CommunityViz   $$$ V TELUM   $$ V I n f o r m a t i v e T e c h n i q u e s F e e d b a c k T o o l s a n d T e c h n i q u e s (continued on next page)

45 Preparing the Vision Creating the Vision Implementing the Vision Other Criteria Outreach Tools and Techniques Why Are We Doing This? What Is Important? What Are Our Resources? Who Will We Involve? Where Are We Now? Where Are We Going? Where Do We Want to Be? How Will We Get There? How Will We Stay on Track? What Have We Accomplished? How Do We Maintain Our Vision? Potential Implementation Cost Potential Resource Needs Addresses Nontraditional Stakeholders PLACE3S   $$ V Urban Sim   $$ V What If?   $$$ V Nontraditional Outreach Community events       $$$ V (Y) Community leaders         $ V (Y) Community canvassing    $$ v (Y) Community tours    $ V (Y) Interactive Techniques Public workshops       $$ V (Y) Charrettes    $$$ V Scenario planning games   $$ V Visual preferences   $ v (Y) Stakeholder Groups Task forces          $$ V Citizen advisory committees       $$ v (Y) Programs and Partnerships Interagency working groups       $ v Elected official forums      $$ V Leadership development programs      $$$ v Primary Tool/Technique  Resource Needs Potential Cost to Implement Addresses Nontraditional Stakeholders (Y) v High ◗ Medium V Low $ Low $$ Medium $$$ High F e e d b a c k T o o l s a n d T e c h n i q u e s C o l l a b o r a t i v e T e c h n i q u e s Table 6.1. Public and Partner Involvement Tools and Techniques (continued)

46 allow users to receive information and updates, exchange com- ments, and communicate with others rapidly. Used in con- junction with traditional communication methods, online resources can provide a low-cost communication method to help engage the public across a broad area and encourage interaction and discourse with the lead agencies. More and more communication now takes place online, and blogs and project websites provide a bridge connect- ing the public to members of the project team to answer any questions, discuss concerns, and provide recommendations. Online communication allows for the cost-effective dissemi- nation of information to a larger population than traditional public outreach tools such as newspaper and radio advertise- ments. The use of online resources, such as the examples pro- vided here, can make the planning and decision-making process more transparent and allow inclusive and vibrant community- driven dialogue. Project websites enable easy access to critical information, news and events, and key staff. When regularly maintained and updated, websites can be used as primary means of orga- nizing, publishing, communicating, or soliciting comments (see Vision North Texas 2011a; Vision 2030 Routt 2009). Webinars and videos expand opportunities for participation. Hosting webinars reaches stakeholders unable to attend pub- lic meetings and encourages remote participation. Archived meeting videos or documentary videos may be hosted easily on YouTube and other video-sharing sites (see Vision North Texas 2011b). Online systems such as blogs and networks allow for rapid dissemination of information and interactive involvement for stakeholders. When integrated into a project website, a blog or discussion forum provides informal, frequent, and widely available information on vision activities. Increas- ingly, social networking websites are used to develop net- works of interested parties and relay information of events and activities. Chicago Metropolitan Agency for Planning’s (2012) blog GOTO2040, updates, and social network links take this approach. Notifications through e-mail and e-newsletters provide broad and easy access to project information, news, events, and updates for stakeholders. Production is relatively in- expensive and can be accomplished with most desktop pub- lishing programs, and even integrated into a project website. Tennessee’s Cumberland Region Tomorrow (2012) uses e-mail blasts and news updates. Printings and Mailings Direct mailings and promotional materials inform stake- holders. Brochures, event flyers, and opinion surveys may be appropriate tools when the goal is to reach every resi- dent or business owner in a study area. Vision brochures, announcements, newsletters, comment cards, and other hard- copy materials also provide valuable take-away materials at public meetings (see Vision into Action 2011). Visualizations and Maps Visuals allow a wide variety of information and complex con- cepts to be conveyed and understood readily. Maps are often used to illustrate existing issues within a community, and visual representations can be used to inform stakeholders of future choices (see Metropolitan Area Planning Council 2012). This technique also may improve communication for participants with limited English or technical proficiency. Media Strategies Media strategies can encourage press coverage and can help achieve public awareness goals and increase the visibility of visioning process. Press kits, frequently asked questions briefs, and informative materials help ensure consistent mes- saging, and news releases alert reporters to opportunities for local coverage. Local public broadcasting affiliates are often ready partners in producing and releasing informative video documentaries or public access promotions about the vision. The Central Florida regional vision effort “How Shall We Grow?” (myregion.org 2011b) partnered with a local public broadcasting station to produce and present a documentary (bGenesis Productions et al. 2007). Representation and Branding Effectively communicating and branding a visioning process is greatly assisted through graphic design of project logos, materials, website design, and other commissioned art. Branded materials develop a recognizable image of the visioning pro- cess within the community and help generate public interest. Reality Check for Central Arizona (Urban Land Institute 2011) has used branding strategies. Feedback Tools and Techniques Traditional Feedback Techniques Traditional feedback techniques are used to gauge community perception of the process and gather input for the vision. Exam- ple products include online surveys, opinion polling, com- ment collection, and other direct qualitative methods such as community interviews, listening campaigns, or focus groups. Opinion surveys provide opportunities for broad or tar- geted outreach to stakeholders concerning community val- ues, importance of issues, preferred future direction, or the selection of alternative futures. Opinion surveys may be made available online and in print media, or administered by

47 a professional research organization or in partnership with a local university (see One Bay 2008). Community outreach can provide targeted communication with local leaders. The involvement of leaders is important because they may provide early direction and ongoing public support, contribute resources, represent diverse stakeholders, or offer connections to traditionally underrepresented stake- holders (see Vision PDX et al. 2006). Focus groups provide unique research into community values and opportunities for stakeholders to describe ideas in their own words. Focused research, or a listening campaign, is often used early in shaping a process and when shaping alter- native futures or a vision statement (see Baltimore Regional Transportation Board 2003). Scenario-Planning Software Scenario-planning software includes a suite of technological tools for creating, analyzing, and communicating alternative futures. Alternative futures engage stakeholders in actively determining a desired future based on the visualization and representation of future policy and development choices. A wide variety of software tools are available to suit different needs and purposes. Most planning support systems are capable of modeling the outcomes of variables such as popu- lation, employment, and housing location, as well as trans- portation or environmental indicators. Software programs typically require in-house technical skills or consultant sup- port, as well as data requirements. Most programs are designed to be interactive and allow stakeholders to manipu- late variables, develop scenarios, and see the outcomes of dif- ferent choices in real-time. The FHWA Scenario Planning website (U.S. Department of Transportation, FHWA 2011b) articulates noteworthy practices and innovative uses of sce- nario planning for transportation planning. ArcGIS is a data analysis and mapping program developed by Esri that stores, manages, and presents data, and allows advanced spatial analysis, model operations, and visualiza- tion. Geographic information systems are the basis of many of the planning support tools available and also can be used independently to display and analyze technical information. INDEX is an integrated suite of geographic information sys- tem (GIS) tools used to assess existing community conditions, design future scenarios in real time, assess scenarios with per- formance indicators, and monitor implementation of adopted plans. INDEX also supports implementation efforts by evalu- ating the consistency of development proposals against vision goals. The program is fee-for-service and maintained by Crite- rion Planners, Inc. MetroQuest, a GIS-based program, is a customizable and interactive that enables participants to change policy assump- tions or variables and immediately see the effects of those decisions on future scenarios. MetroQuest is noted for its cus- tomization and interactive elements and can be used within workshops, online, or in public venues to allow participants to create scenarios and see changes in real-time. The program is fee-for-service and maintained by MetroQuest, Inc. The program CommunityViz is a suite of GIS-based plan- ning tools that provide decision support for a range of issues, including development, land use, transportation, and conser- vation. CommunityViz is flexible in application and commonly supports scenario planning, sketch planning, 3-D visualiza- tion, suitability analysis, impact assessment, growth model- ing, and other techniques used in visioning. The program is fee-for-service and maintained by Placeways LLC. Transportation, Economic, and Land Use Model (TELUM) is an integrated interactive software package for evaluating the land use impacts of regional transportation improvement projects. Based on user inputs, TELUM uses current and prior data to forecast future values and spatial patterns of future residential, employment, and land use types. The program is free to MPOs and state DOTs and is maintained by the FHWA and New Jersey Institute of Technology. The GIS-based program Planning for Community Energy, Environmental, and Economic Stability (PLACE3S) is intended to foster public participation and community development design. Designed for local and regional governments, PLACE3S can be applied to identify existing conditions, develop a base model using current policies and market trends, develop and analyze alternatives, select a preferred alternative, and adopt, implement, monitor, and revise as needed. The program is primarily used within California and maintained by the Cal- ifornia Energy Commission. UrbanSim is a GIS-based simulation system designed to show interrelationships between land use, transportation, eco- nomics, and the environment and how various combinations of land use and transportation policies can influence future growth and trends. UrbanSim is particularly applicable for projects with a focus on real estate development, housing, and business development. The program is open source and free. WhatIf? is a GIS-based planning support system used to explore community alternative futures. The program can be used to prepare long-term land use, population, housing, and employment projections for districts, political jurisdictions, and user-defined areas such as school districts and traffic analysis zones. This fee-for-service program is maintained by WhatIf?, Inc. Nontraditional Outreach Nontraditional outreach maximizes public awareness and participation, particularly for underrepresented, hard-to- reach, or strategically targeted populations. When identifying stakeholders to include in the decision-making process, it is

48 crucial to direct energy into identifying and then designing outreach methods for nontraditional stakeholders. These stakeholders are typically those groups that are difficult to reach and are not usually included in the process. This group may consist of minorities, low-income families, people with disabilities, populations with limited English proficiency, and the elderly. Reasons for noninvolvement could include a con- flict between the time of an event and family or work respon- sibilities; the format in which project-related information is presented; or lack of access to meeting locations. Young pro- fessionals and youth may also be nontraditional stakeholders in long-term visioning processes. Many vision efforts specifi- cally conduct outreach to elementary schools, even holding contests for children to imagine and draw their own concepts for the future. Young professionals are commonly the least active in public processes but have the greatest stake in long- term visions. Youth organizations are often organized by chambers of commerce or university alumni associations and can be targeted for involvement. The outreach methods listed below, when used in conjunc- tion with other tools and techniques discussed in this chapter, can be used to help build strong relationships through the cre- ation of safe and respectful environments for discussion and the distribution of project-related information to better pre- pare and educate all interested parties and provide opportu- nities for meaningful involvement. These approaches are a sample of techniques that could be used to reach out to non- traditional stakeholders. Community events provide forums for informing, receiv- ing feedback, and collaborating with stakeholders. Nontradi- tional settings include shopping centers, community fairs, sporting events, public school activities, religious and non- profit gatherings, and any event that draws a number of peo- ple to a public space. Traditional options for meetings and events, such as schools, public buildings, and libraries often have the benefit of accessible and inexpensive meeting space, but they may not offer the same opportunities to engage groups on their own terms. Community leader outreach includes strategically identi- fied key civic, political, environmental, or institutional lead- ers, and provides opportunities to discuss a visioning process and solicit feedback. Input from community leaders, particu- larly representatives of groups traditionally underrepresented in public involvement, may be an effective means for project staff to learn of and address concerns. Community canvassing involves the distribution of promo- tional materials, in-person opinion surveying, or requests for participation by project staff in public places. This approach may require substantial staff resources, but it may be particu- larly helpful in reaching underrepresented populations. Community tours are commonly used activities intended to engage and educate stakeholders or leaders directly in shared, real experiences within the community. Collaborative Techniques Interactive Interactive techniques encourage collaboration, consensus, and ownership among participants. Facilitated techniques commonly include small group discussions, workshops, or scenario-planning activities intended to provide participants hands-on experience in creating alternative futures, estab- lishing community values, developing goals, or other tan- gible outcomes. Interactive techniques may be used early in a visioning process to provide direction and gather perspec- tives from stakeholders. In mid-process, these techniques may help develop alternative futures or arrive at a solution to a specific problem. Late in a process, this level of interaction may be useful in resolving an impasse, or reaching consensus on a shared vision. Public workshops provide opportunities for interaction among community members, project sponsors, and additional stakeholders and are among the most common techniques used in visioning. Organized public workshops are valuable opportunities to vet ideas and obtain meaningful public feed- back. Most workshops include informational presentations, facilitated group discussions, and interactive techniques to encourage stakeholders to collaborate on community values and objectives, desired future outcomes, specific challenges and solutions, and alternative futures. Interactive activities may include scenario planning, visualizations, discussions, role-playing games, and myriad other exercises. Charrettes are intensive, collaborative sessions in which a group drafts a solution to a given challenge (see Missoula Redevelopment Agency and Office of Planning & Grants 2007; Dover, Kohl & Partners and Duany Plater-Zyberk & Company n.d.). Often used for design or architectural topics, they have been used successfully in visioning processes to craft alternative scenarios. These are resource- and time-intensive efforts, requiring facilitation, mediation, and support. Scenario planning games, such as Transopoly (Center for Neighborhood Technology 2001), allows participants an opportunity to create alternate futures and select preferences. There are many variations, although most involve role-playing, decision-making exercises, or strategy development. In some games, small working groups place markers, icons, or Legos representing population, employment, or housing on a map to create future scenarios. Transportation networks are often represented using strings to connect population and employ- ment markets. These activities also may give the participant a view into funding or implementation challenges. Visual preferences such as surveys or images are intended to elicit response and establish common ground among par- ticipants when forming a future vision. Typically, illustrative examples of a concept, design, community form, or future scenario are presented, and participants are asked to identify visual preferences. Interactive variations include workshops,

49 exhibits, or displays in public spaces with stakeholders regis- tering their preference using markers or stickers to tabulate preferences and demonstrate consensus. Stakeholder Groups Stakeholder groups encourage ownership of a visioning pro- cess from within the community as well as provide valuable guidance and executive leadership. Membership often includes community leaders, interest group representatives, users of the transportation system, and elected officials or agency executives, and they may be provided agency or project staff technical support. Task forces are collaborative decision and policy groups that play an active role in a visioning process, lending guid- ance and credibility, drafting recommendations, and provid- ing solutions or decisions on significant issues. Task forces often operate by consensus and propose recommendations to leadership or agency officials. Citizen advisory committees act primarily in an advisory role, studying issues, presenting opinions, or producing guid- ance, but they are not necessarily required to reach consensus and may simply provide a forum for issues to be voiced. Com- mittees may be formed to address different aspects within a visioning process, such as a public involvement campaign, scenario planning technical support, or issue-specific groups, such as bicycle and pedestrian or environmental interests. Programs and Partnerships Often formed during visioning processes, programs and part- nerships facilitate vision development and may then continue as lasting outcomes of the process. Developing a cooperative relationship with partners and stakeholders is critical to the successful completion and institution of a vision. A wide vari- ety of programs and partnerships are formed during visioning efforts, although they generally include collaboration with public agencies, elected officials, and community leaders. For more information on forming partnerships see Chapter 7. Interagency working groups can enhance coordination among public agencies, either through formal means, such as a memorandum of agreement, or informal means, such as interagency councils (see North Carolina Department of Transportation 2011; Puget Sound Regional Council 2011). These partnerships are often formed during a visioning pro- cess as technical advisory groups, or they already may be in existence as standing interagency partnerships. Developing a forum for elected officials is often essential to implementing and integrating a vision into local development regulations. A forum for elected officials provides continuing educational and outreach efforts because many officials are term limited and may not be knowledgeable of long-term, ongoing efforts (see myregion.org 2011a). Leadership development programs are increasingly com- mon techniques to develop civic capacity, enable leadership, and further educational efforts among community leaders. Examples of leadership programs include AASHTO’s National Transportation Leadership Institute and the Central Florida Regional Leadership Academy. application within the Vision Guide TCAPP provides an interactive method to select the tools and techniques referenced earlier in this chapter, as well as hyper- links to additional web resources and real world examples of visioning best practices. The following section discusses key practitioner activities, roles, and responsibilities related to reaching stakeholders for relevant activity areas within the framework of the Vision Guide. This high-level, strategic guidance is intended to present critical questions and key activities to be considered by the practitioner. Preparing for the Vision The groundwork for effective outreach and involvement efforts is established in early phases of a visioning process by determining the scope, purpose, audience, and resources of the process. Within the first phase of a vision there are five activity areas relevant to the reaching stakeholders component. Why Are We Doing This? Engaging stakeholders and partners early helps develop inter- est and ownership in the process and helps build a compel- ling case for a vision. Cultivating public champions among influential leaders from public, private, and nonprofit spheres also may provide essential support for the vision as it pro- gresses. Outreach in this initial activity area is focused pri- marily on informative techniques to share background information regarding the project’s purpose and need. Artic- ulating the need and context for a vision sets the stage and direction of future efforts, and stakeholder outreach helps determine potential activities, direction, and scope. Informa- tive techniques may include providing press releases and communications materials, establishing an informational web- site or blog for the project, or even conducting initial com- munity meetings. A number of feedback techniques may prove useful. Key techniques may include opinion surveys, com- munity canvassing efforts, focus groups, and other in-depth early community outreach. Collaboration should be encour- aged from the very start of the process, and this may be an appropriate time to begin working with community leaders, forming task forces and community working groups, and developing partnerships.

50 Practitioners may consider these questions when assessing outreach tools: • What feedback is needed from stakeholders to begin fram- ing the problem statement for the vision? • How do we best communicate with stakeholders? (For example, is the audience web accessible, or are there sig- nificant groups of hard-to-reach stakeholders?) • What does the public already know about the planned visioning effort? (That is, are there public perception issues or specific messaging activities that must be managed?) What Is Important? Establishing significant community considerations, key priori- ties, or driving research questions informs the scale and scope of a visioning process. Stakeholder outreach will help determine the boundaries of the region, the communities involved, the range of topics addressed, and the desired outcomes of the pro- cess. Outreach activities often focus on obtaining feedback on what communities know now and want to know more about. Informative techniques may be used, such as interviews with community leaders or key stakeholders, agency coordination meetings, and opinion surveys or questionnaires. Collabora- tion with community leaders will support the development of a visioning process that is widely supported. Practitioners may consider these questions when assessing outreach tools: • Is there a common regional or community identity? • How far into the future are we looking? • What key issues should be considered and addressed? • What can stakeholders tell us about desired outcomes? What Are Our Resources? Outreach activities within this area are focused primarily on communicating with potential funding partners and key stakeholders. Feedback from these parties will help develop a business case based on expected outcomes of completing a vision. Collaborative techniques are critical to support the cultivation of direct financial and in-kind resources from partners and stakeholders. Community leader outreach and the formation of programs and partnerships will help the practitioner determine available resources. Practitioners may consider these questions when assessing outreach tools: • How may outreach be targeted to key participants, includ- ing funding partners? • Can partnerships assist with funding requirements or act as in-kind resource pools? Who Will We Involve Gaining the cooperation of the many stakeholders and repre- sentatives involved in a visioning process often requires creat- ing new partnerships or leveraging existing networks. The role of outreach in this step is to ensure that key contributors are not overlooked and that feedback is used to identify all part- ners and stakeholders. Input from public meetings, question- naires, online communications, community conversations, and other feedback mechanisms can be used to ensure that all contributors are identified. Practitioners may consider these questions when assessing outreach tools: • Who has regulatory powers or implementation authority over key issues to be considered in the vision? • Which groups may have a vested interest in the process or might be most affected by the vision outcomes? • What partners or networks currently exist within the community? What Is Our Approach? This activity area focuses on finalizing a public participation and involvement strategy for significant activities in the next phase. At this point in the process, outreach tools should be finalized, networks developed, media contacts made, and information presented to community members. Final prod- ucts often include public communications materials, media materials, a website, and related branding materials. Practitioners may consider these questions when assessing outreach tools: • Is the project ready to begin soliciting significant public involvement? • What is the level of initial public interest or media coverage? • Does the outreach strategy address all major partners, stakeholder groups, and the general public? Creating the Vision Active engagement of stakeholders in creating the vision is vital to ensuring its collaborative development. The ground- work for effective outreach and involvement efforts is estab- lished within this second phase of the visioning process. There are four activity areas relevant to the reaching stake- holders component. Where Are We Now? Outreach techniques in this activity focus on feedback and collaborative processes, as information gathered feeds into later scenario and indicator development. Assessing data and

51 stakeholder input will assist in selecting an appropriate scenario-planning tool. Informative techniques such as visu- alizations and maps are effective at conveying baseline infor- mation. Public meetings and interactive forums are useful in informing participants and gathering feedback on core values. Collaborative techniques are effective in engaging key stake- holders to make final decisions on information presented or indicators to use in later visioning activities. Practitioners may consider these questions when assessing outreach tools: • How can we tell a compelling story of conditions, issues, and challenges to be addressed in the vision? • How can we provide opportunities for the public to help establish community core values? • How can we engage stakeholders for input on key issues and values to determine the indicators to assess future scenarios? Where Are We Going? Providing information on probable future trends helps par- ticipants in a visioning process assess their choices and deter- mine preferences. Building consensus around long-term goals, objectives, or guiding principles may be challenging, but it will provide significant direction for the community. Commu- nity goals are formed on the basis of information presented and input provided, and principles provide guidance toward meeting those goals. Targeted outreach may occur, which focuses on specific expert or professional stakeholders who may help answer questions about significant trends that will shape the community. Outreach should actively inform, engage, and excite stakeholders by providing information about possibili- ties for the future. Practitioners may consider these questions when assessing outreach tools: • How can we tell a compelling story of future trends in the community? • How can we best use public input in determining goals and guiding principles for the vision? • Which stakeholder groups should be targeted for informa- tion on trends and a future outlook? Where Do We Want to Be? Developing potential alternative futures helps the public make informed choices. Providing the public the opportunity to view, assess, and provide preferences on alternative futures is the hallmark of successful visioning processes. For the best results, the process of engaging the public, soliciting input, and utilizing that input should be structured, transparent, and genuine. Interactive, targeted outreach and engagement strategies provide creative opportunities for involvement. The result is a well-planned stakeholder outreach strategy that helps ensures that the community vision best represents inter- ests and input from all stakeholders. This is a key point in any visioning process and often is the stage at which clear com- munication and full participation are critical to ensuring later buy-in and commitment to the vision’s outcomes. Selection of a scenario-planning approach and associated outreach activities is a key element of this activity area. A variety of scenario tools and techniques can be used to foster participa- tion, convey ideas, and solicit feedback and comments during vision development. The tools and techniques available range from complex technical software to basic role playing and board games. Each community is unique, and available tools and tech- niques may be customized to provide the best fit. Tool selection considerations might include cost and budget available or the focus of the tool (e.g., land use, transportation, and environ- ment), among other criteria. From an outreach perspective, key considerations may be how intuitive or visually effective the sce- nario tool is in conveying information. The selection matrix earlier in this chapter provides additional information and links to a variety of scenario-planning support options. Practitioners may consider these questions when assessing outreach tools: • What is the most appropriate scenario-planning approach for the community (e.g., technical software, interactive role- playing games, or conceptual visual preference surveys)? • How can we best engage the maximum number of partici- pants in viewing, learning, evaluating, and registering a preference for the alternative scenarios produced? • What innovative methods, technologies, or resources are available to reach the broadest range of stakeholders? • How can we best gather and use public input in a transparent manner, so the process is not jeopardized? • What is the exact role of the public in crafting the final pre- ferred future? How Will We Get There? Values, goals, issues, and principles may be aligned with con- sensus alternatives to provide guidance on priority issues to be identified in the vision and acted upon during implementa- tion. This iterative process allows for building public agree- ment in preparation of the release of vision outcomes or products. Collaborative techniques such as community work- ing groups, breakout groups at public meetings, and other decision-making partnerships organized for the visioning pro- cess can be encouraged to lead the development of the final vision. The vision can be tested for acceptance through out- reach to a broad range of stakeholders, through online resources, public media, or large-scale meetings. Communicating the final vision in a compelling and accessible manner is a critical

52 part of outreach. Simplicity is often best, and final visions are commonly represented as conceptual images, future maps, or simple statements. Final project materials also should incor- porate information on the development process, implemen- tation, roles and responsibilities, and future stages of the visioning process. Practitioners may consider these questions when assessing outreach tools: • Is stakeholder input into the preferred scenario and final vision statement clearly demonstrated and communicated? • Have we addressed participant concerns with the scenario- development process to ensure maximum consensus and ownership of the outcomes? • How do we best communicate the final vision to stake- holders? • How do we begin to prepare stakeholders for implemen- tation? Implementing the Vision Even the most successful vision development process will result in little without a plan that outlines how the vision will be accomplished and that further increases stakeholder com- mitment to the vision. Continuing engagement of stakeholders through this phase ensures that implementation efforts are effective and that motivation remains to sustain the vision. Within the third phase of a vision there are three activity areas relevant to the reaching stakeholders component. How Do We Stay on Track? Recognizing partner and public contributions to the vision- ing process and communicating opportunities for future involvement is critical to sustaining the vision. Maintaining existing relationships and outreach efforts provides a critical transition from active visioning to implementation efforts. Practitioners may engage lead stakeholders and partner orga- nizations to review action items and to determine responsi- bility over the execution of various elements of the vision. Collaborative techniques such as meetings with stakeholders are useful to review roles and responsibilities and to continue ongoing interagency and partner coordination established within the visioning process. Practitioners may consider these questions when assessing outreach tools: • Which stakeholders must be involved in implementation efforts, and which stakeholders hold responsibility for future actions? • What are the roles and responsibilities of stakeholders to ensure implementation and evaluate progress? • What partnerships and relationships from the visioning process can be leveraged for implementation efforts? What Have We Accomplished? Continuing to monitor, measure, and report the status of implementation is a powerful tool for continuing efforts and adjusting priorities. Stakeholder outreach is a critical compo- nent of communicating progress and assisting in maintaining public support and interest in the project. Online resources, publications, and visualizations are effective techniques to help distribute information and progress reports to wide audiences in a compelling and accessible way. Practitioners may consider these questions when assessing outreach tools: • How can we best communicate to stakeholders the vision’s progress, performance, and achievements? • How can we best involve those stakeholders in contribut- ing toward the implementation of the vision? How Do We Maintain Our Vision? Providing motivation to act on a vision, sometimes decades after development, may require partners to re-engage con- tinually in implementation efforts. Strategies to accomplish this include recognition of achievements, collaboration on specific objectives, updates to components of the vision, and other outreach methods to maintain strong community part- nerships. Informative tools can be used to engage stakeholders in the performance of the vision and in raising awareness of planned updates. Collaborative techniques such as leadership councils, community programs, and elected official groups are effective in developing an update process and refreshing partnerships. Ongoing partnerships and programs also are examples of techniques used to maintain momentum and interest in ongoing efforts. Practitioners may consider these questions when assessing outreach tools: • How can we refresh partnerships and continue the stake- holder relationships developed? • Are there new stakeholders or partnerships that could be involved in an update process? • How do we maintain stakeholder interest or galvanize par- ticipants long after the active public involvement activities of the vision are complete?

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Linking Community Visioning and Highway Capacity Planning Get This Book
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TRB’s second Strategic Highway Research Program (SHRP 2) Report S2-C08-RR-1: Linking Community Visioning and Highway Capacity Planning explores community visioning efforts, identifies steps and activities that might be considered when engaging in visioning, and highlights the links between vision outcomes and transportation planning and project development processes.

The report also presents a model—the Vision Guide—that is a blueprint for preparing, creating, and implementing a visioning process. As part of the project that produced Report S2-C08-RR-1, a companion web tool was also developed. The web tool, Transportation—Visioning for Communities (T-VIZ), is the interactive version of the Vision Guide.

Appendixes to the report, which are available only in electronic format, are as follows:

• Appendix A: Case Study Summaries

• Appendix B: Considering Communities

• Appendix C: Stakeholder Outreach Resources

• Appendix D: Commitment Tracking

An e-book version of this report is available for purchase at Google, iTunes, and Amazon.

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