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Customer Story
PUBLIC PARTICIPATION: HIGH-PERFORMANCE GOVERNMENT'S EARLY WARNING SYSTEM
by Jay Anderson, City of Colorado Springs City Engagement Specialist
on September 10, 2019
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“This is going to slow everything down.” “I’ll have to run fewer projects.”
“You’re giving us more work on top of what we already have to do.” These are the
objections I recently faced when a colleague and I started to formalize the City
of Colorado Springs’ public participation process.
For years, we’ve been delegating public participation as other duties assigned
to project managers.
“You’re the project manager—you run the public meetings, there’s nobody more
knowledgeable.”
“What style of meetings? Trust your gut.”
“How many meetings should we have?
Do what you think is best.”
“Don’t screw it up.”
“Go get buy-in.”
And for years, we’ve been clobbered in the public discussion. But it’s okay.
There will always be some people against everything, right? It became almost
laughable: of course, there are people against the bike lane or innovative park
design. Some people hate everything.
Recently, my colleague and I got fed up with it. We got tired of losing. We got
tired of the constant distrust and fear of government. We wanted to win.
We’ve faced opposition. This was adding another responsibility. On top of
actually getting the work done, our project managers are now supposed to deal
with people and their feelings? Were we going to buy the pillows and candles for
these sessions, or did they have to provide their own?
But, citizen engagement has real impact.
What if you could improve the chances of your work succeeding? What if you could
turn forward time and know the objections your projects might face? Would you
want an early-warning system to know where community issues were going to arise
and potentially derail your plans—or worse, erode precious trust in your
government?
Here’s a great trick to knowing what roadblocks lie in wait for you: Ask them.
The community will tell you what they like and don’t like about projects that
will affect them. Of course, you’d want to know about issues before they become
problems, and you’d want to know about problems before they become catastrophes.
But, how can you know what concerns will be raised by the various members of
your community? Who could know what objections residents might come up with? How
on Earth could you, a local government project manager or department head,
weather the storms of community feedback, social media campaigns, and rumors
that often surround public projects?
It sounds simple, but it can be revolutionary. Often, we get so caught up in
performing the services that we need to provide, delivering the projects, and
meeting the budgets, that we forget to involve the people who will play in that
park, drive on that bridge, or live by that landfill.
> "We got tired of losing. We got tired of the constant distrust and fear of
> government. We wanted to win."
Yes, it’s demanding. Yes, it’s risky. What if residents hate our project plan?
What if they don’t like the construction delays or the site selection? I’ll tell
you a secret: they’ll hate it more if they aren’t given a productive way to
provide their input. And, they’ll hate it even more when you run a half-hearted
effort to get buy-in after they’ve developed their opinion of the project. The
community will have their say, whether you design it into the project or not.
I’ve called public participation “The Very Clever Hack,” but of course it’s not
a hack. Engaging with our community is how we’re supposed to do this work. As
government staff, we’re stewards of the people’s will. At a most basic level, it
is our job to see that the public’s desires are implemented. How will we know
what they want to have in their neighborhood or on their commute if we don’t
involve them in the plans? And, how can we expect them to go along with a change
that affects their life if we don’t include them in the decision-making process?
Public participation means starting dialog before disaster. It means government
staff can work with integrity and share which decisions are up to the community,
which are made by professional staff, and which belong to elected officials.
Early engagement gives you a better chance of knowing what’s coming your way.
Listening to the community is your Early Warning System: that way, you know what
problems await you down the road. And even more, early engagement gives you the
chance to benefit from the wisdom of those affected by your work.
(As an aside, yes, they do have some productive input. You just need to provide
a way for them to give it.)
You’ve probably heard that you should “put yourself in their shoes.” I suggest,
however, you keep your own shoes on and use them to walk yourself to the nearest
park or pub or block party, and ask community members what they need to make the
project a success for everyone.
You’ll be surprised by the response. The community you encounter will always be
more thoughtful and resourceful than you imagined. They’ll also be more diverse,
with abilities and backgrounds and viewpoints more varied than you’d ever
anticipate.
High-performance government means efficiency in operations and innovation in
service delivery. But, that’s all a huge risk without your Early Warning System.
Bringing your community into the decision-making fold and showing them how their
input affected the outcome is your key to running successful projects.
Psst: This blog was originally featured on Engaging Local Government Leaders
(ELGL) blog. Head there now for more resources on transforming your local
government.
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