IAP2's PUBLIC PARTICIPATION TOOLBOX

TECHNIQUES TO SHARE INFORMATION

TECHNIQUE THINK IT THROUGH WHAT CAN GO RIGHT? WHAT CAN GO WRONG?

BILL STUFFERS

Information flyer included with Design bill stuffers to be eye- Widespread distribution within Limited information can be
monthly utility bill catching to encourage readership service area conveyed

Economical use of existing Message may get confused as from

mailings the mailing entity

BRIEFINGS

Use regular meetings of social and KISS! Keep it Short and Simple Control of information/ Project stakeholders may not be in
civic clubs and organizations to presentation target audiences
provide an opportunity to inform Use “show and tell” techniques
and educate. Normally these Opportunity to reach a wide Topic may be too technical to
Bring visuals variety of individuals who may capture interest of audience
groups need speakers. Examples
of target audiences: Rotary Club, not have been attracted to another
Lions Clubs, Elks Clubs, Kiwanis, format
League of Women Voters. Also
Opportunity to expand mailing list
a good technique for elected
officials. Similar presentations can be used
for different groups

Builds community goodwill

CENTRAL INFORMATION CONTACTS

Identifydesignatedcontactsforthe If possible, list a person not a People don’t get “the run around” Designated contact must be
public and media position when they call committed to and prepared for
prompt and accurate responses
Best if contact person is local Controls information flow
May filter public message from
Anticipate how phones will be Conveys image of “accessibility” technical staff and decision makers
answered
May not serve to answer many of
Make sure message is kept up to the toughest questions
date

EXPERT PANELS

Public meeting designed in “Meet Provide opportunity for Encourageseducationofthemedia Requires substantial preparation
the Press” format. Media panel participation by general public and organization
interviews experts from different following panel Presents opportunity for balanced
perspectives. discussion of key issues May enhance public concerns by
Have a neutral moderator increasing visibility of issues
Can also be conducted with Provides opportunity to dispel
a neutral moderator asking Agree on ground rules in advance scientific misinformation
questions of panel members.
Possibly encourage local
organizations to sponsor rather
than challenge

An IAP2 Tipsheet provides more information about this technique.

Tipsheets are included as part of the course materials for IAP2’s Techniques for Effective Public Participation.

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TECHNIQUE THINK IT THROUGH WHAT CAN GO RIGHT? WHAT CAN GO WRONG?

FEATURE STORIES

Focused stories on general project- Anticipate visuals or schedule Can heighten the perceived No control over what information
related issues interesting events to help sell the importance of the project is presented or how
story
More likely to be read and taken
Recognizethatreportersarealways seriously by the public
looking for an angle

FIELD OFFICES

Officesestablishedwithprescribed Provide adequate staff to Excellent opportunity to educate Relatively expensive, especially for
hours to distribute information accommodate group tours school children project-specific use
and respond to inquiries
Use brochures and videotapes Places information dissemination Access is limited to those in
to advertise and reach broader in a positive educational setting vicinity of the center unless facility
audience is mobile
Information is easily accessible to
Consider providing internet access the public
station
Provides an opportunity for
Selectanaccessibleandfrequented more responsive ongoing
location communications focused on
specific public involvement
activities

HOT LINES

Identify a separate line Make sure contact has sufficient People don’t get “the run around” Designated contact must be
for public access to knowledge to answer most when they call committed to and prepared for
prerecorded project project-related questions prompt and accurate responses
information or to reach project Controls information flow
team members who can answer If possible, list a person not a
position Conveys image of “accessibility”
questions/obtain input
Best if contact person is local Easy to provide updates on project
activities

INFORMATION KIOSKS

A station where project Make sure the information Can reach large numbers of Equipment or materials may
information is available. presented is appropriately tailored people. “disappear”.
to the audience you want to reach.
Can use computer technology to Information needs to be kept up
Place in well traveled areas. make the kiosk interactive and to to date.
gather comments.
Can be temporary or permanent.

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 TECHNIQUES TO SHARE INFORMATION

TECHNIQUE THINK IT THROUGH WHAT CAN GO RIGHT? WHAT CAN GO WRONG?

INFORMATION REPOSITORIES

Libraries, city halls, distribution Make sure personnel at location Relevant information is accessible Information repositories are often
centers, schools, and other public know where materials are kept to the public without incurring the not well used by the public
facilities make good locations costs or complications of tracking
for housing project-related Keep list of repository items multiple copies sent to different
information people
Track usage through a sign-in
sheet Can set up visible distribution
centers for project information

LISTSERVES AND E-MAIL

Both listserves and email are People read and share e-mail quite As an inexpensive way to directly Can be difficult to maintain
electronic mailing lists. With differently from hard copy mail. reach stakeholders accurate, current e-mail addresses
listserves, anyone can register Thus you must write messages as these tend to change more
on the listserve to receive any differently. When you hope people will frequently than postal addresses.
messages sent to the listserve. pass on messages to others since
With e-mail, someone needs to Augment with hard copy mail for electronic-based mail is much
create and maintain an electronic those who prefer it or who don’t easier to share than hard copies
distribution list for the project. have ready e-mail access.

To share information of any sort

including notifying stakeholders
when new material is posted
to a Web site, inviting them to
upcoming meetings, including
comment and evaluation forms,
sharing summaries of meetings,
comments and input, etc.

NEWS CONFERENCES

Make sure all speakers are trained Opportunity to reach all media in Limited to news-worthy events
in media relations one setting

NEWSPAPER INSERTS

A “fact sheet” within the local Design needs to get noticed in the Provides community-wide Expensive, especially in
newspaper pile of inserts distribution of information urban areas

Try on a day that has few other Presented in the context of local
inserts paper, insert is more likely to be
read and taken seriously

Provides opportunity to include

public comment form

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 T H E I A P 2 P U B L I C P A R T I C I PAT I O N T O O L B O X

TECHNIQUE THINK IT THROUGH WHAT CAN GO RIGHT? WHAT CAN GO WRONG?

PRESS RELEASES & PRESS PACKETS

Press Releases Fax or e-mail press releases or Informs the media of project Low media response rate
media kits milestones
Press packets (provides resource Frequent poor placement of press
and background information plus Foster a relationship with editorial Pressreleaselanguageisoftenused release within newspapers
contact information) board and reporters directly in articles

Opportunity for technical and

legal reviews

PRINT ADVERTISEMENTS

Paidadvertisementsinnewspapers Figure out the best days and best Potentially reaches broad public Expensive, especially in urban
and magazines sections of the paper to reach areas
intended audience
Allows for relatively limited
Avoid rarely read notice sections amount of information

PRINTED PUBLIC INFORMATION MATERIALS

Fact Sheets KISS! Keep It Short and Simple Can reach large target audience Only as good as the mailing list/
Allows for technical and legal distribution network
Newsletters Make it visually interesting but reviews
avoid a slick sales look Limited capability to communicate
Brochures Encourages written responses if complicated concepts
Include a postage-paid comment comment form enclosed
Issue Papers form to encourage two-way No guarantee materials will
communication and to expand Facilitates documentation of be read
Progress Reports
mailing list public involvement process
Direct Mail Letters
Be sure to explain public role
and how public comments have
affected project decisions. Q&A
format works well

RESPONSIVENESS SUMMARIES

A form of documentation that May be used to comply with Responsiveness summaries can be With a large public, the process of
provides feedback to the public legal requirements for comment an effective way to demonstrate response documentation can get
regarding comments received and documentation. how public comments are unwieldy, especially if Web-based
how they are being incorporated addressed in the decision process. comments are involved.
Use publicly and openly to
announce and show how all
comments were addressed

TECHNICAL INFORMATION CONTACTS

Providing access to technical The technical resource must Builds credibility and helps Limited opportunities exist for
expertise to individuals and be perceived as credible by the address public concerns about providing technical assistance
organizations audience equity
Technical experts may counter
Can be effective conflict resolution project information
technique where facts are debated

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 TECHNIQUES TO SHARE INFORMATION

TECHNIQUE THINK IT THROUGH WHAT CAN GO RIGHT? WHAT CAN GO WRONG?

TECHNICAL REPORTS

Technical documents reporting Reports are often more credible if Provides for thorough explanation Can be more detailed than desired
research or policy findings prepared by independent groups of project decisions by many participants

May not be written in clear,

accessible language

TELEVISION

Televisionprogrammingtopresent Cable options are expanding and Can be used in multiple High expense
information and elicit audience can be inexpensive geographic areas
response Difficult to gauge impact on
Check out expanding video Many people will take the time to audience
options on the internet watch rather than read

Provides opportunity for positive

mediacoverageatgroundbreaking
and other significant events

WORLD WIDE WEB SITES

Web site provides A good home page is critical Reaches across distances Users may not have easy access to
information and links to the Internet or knowledge of how
other sites through the Each Web page must be Makes information accessible to use computers
World Wide Web. Electronic independent anywhere at any time
mailing lists are included. Large files or graphics can take a
Put critical information at the top Saves printing and mailing costs long time to download
of page

Use headings, bulleted and

numbered lists to steer user

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TECHNIQUES TO COMPILE AND PROVIDE FEEDBACK

TECHNIQUE THINK IT THROUGH WHAT CAN GO RIGHT? WHAT CAN GO WRONG?

COMMENT FORMS

Mail-In-forms often included Use prepaid postage Provides input from those who Does not generate statistically
in fact sheets and other project would be unlikely to attend valid results
mailings to gain information on Include a section to add name to meetings
public concerns and preferences the mailing list Only as good as the mailing list
Provides a mechanism for
Can provide a Web-based or Document results as part of public expanding mailing list Results can be easily skewed
e-mailed form involvement record

COMPUTER-BASED POLLING
Surveys conducted via computer Appropriate for attitudinal research Provides instant analyses of results High expense
network
Can be used in multiple areas Detail of inquiry is limited

Novelty of technique improves rate

of response

COMMUNITY FACILITATORS
Use qualified individuals in local Define roles, responsibilities and Promotes community-based Can be difficult to control
community organizations to limitations up front involvement information flow
conduct project outreach
Select and train facilitators carefully Capitalizes on existing networks Can build false expectations

Enhances project credibility

DELPHI PROCESSES
A method of obtaining agreement Delphi processes provide an Can be done anonymously so Keepingparticipantsengagedand
on forecasts or other parameters by opportunity to develop agreement that people whose answers differ active in each round may be a
a group people without the need among a group of people without substantially from the norm challenge.
for a face-to-face group process. the need for meeting can feel comfortable expressing
The process involves several themselves.
iterations of participant responses Delphi processes can be conducted
to a questionnaire and results more rapidly with computer A Delphi process can be especially
tabulation and dissemination until technology. useful when participants are in
additional iterations don’t result in different geographic locations.
You can modify the Delphi
significant changes.
process to get agreement on sets of
individuals to be representatives on
advisory groups, to be presenters at
symposia, etc.

IN-PERSON SURVEYS
One-on-one “focus groups” with Make sure use of results is clear Provides traceable data Expensive
standardized questionnaire or before technique is designed
methodology such as “stated Reaches broad, representative
preference” public

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INTERNET SURVEYS/POLLS
Web-based response polls Be precise in how you set up site; Provides input from individuals Generally not statistically valid
chat rooms or discussion places who would be unlikely to attend results
can generate more input than can meetings
be reviewed Can be very labor intensive to
Provides input from cross-section look at all of the responses
of public, not just those on mailing
list Cannot control geographic reach
of poll
Higher response rate than other
communication forms Results can be easily skewed

INTERVIEWS
One-to-one meetings with Where feasible, interviews Provides opportunity for in-depth Scheduling multiple interviews
stakeholders to gain should be conducted in person, information exchange in non- can be time consuming
information for developing particularly when considering threatening forum
or refining public involvement and candidates for citizens committees
consensus-building programs Provides opportunity to obtain
feedback from all stakeholders

Can be used to evaluate potential

citizen committee members

MAILED SURVEYS & QUESTIONNAIRES

Inquiries mailed randomly Make sure you need statistically Provides input from individuals Response rate is generally low
to sample population to valid results before making who would be unlikely to attend
gain specific information investment meetings For statistically valid results, can
for statistical validation be labor intensive and expensive
Survey/questionnaire should be Provides input from cross-section
professionally developed and of public, not just activists Level of detail may be limited
administered to avoid bias
Statistically valid results are more
Most suitable for general attitudinal persuasive with political bodies
surveys and the general public

RESIDENT FEEDBACK REGISTERS

A randomly selected Think through what terms the Useful in gathering input from Panel may not be credible with
database of residents participants should have. In “regular” citizens, on an ongoing the larger community if people
created to give feedback the United Kingdom, 2 years is basis, instead of just from feel they have not been selected
to an agency, business, or common. representatives of interest groups fairly.
organization about its services, or those who more typically
priorities, project or contentious Using an independent company come to meetings, participate on
issues. to select the participants will advisory groups, etc.
help allay any cynical concerns of
“handpicking” residents to get the Provides useful input without
answer sponsors want requiring people to come to
meetings

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 TECHNIQUES TO COMPILE AND PROVIDE FEEDBACK

TECHNIQUE THINK IT THROUGH WHAT CAN GO RIGHT? WHAT CAN GO WRONG?

TELEPHONE SURVEYS/POLLS
Random sampling of population Make sure you need statistically Provides input from individuals More expensive and labor
by telephone to gain specific valid results before making who would be unlikely to attend intensive than mailed surveys
information for statistical investment meetings
validation
Survey/questionnaire should be Provides input from cross-section
professionally developed and of public, not just those on mailing
administered to avoid bias list

Most suitable for general attitudinal Higher response rate than with
surveys mail-in surveys

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TECHNIQUES TO BRING PEOPLE TOGETHER

TECHNIQUE THINK IT THROUGH WHAT CAN GO RIGHT? WHAT CAN GO WRONG?

APPRECIATIVE INQUIRY PROCESSES
Appreciative inquiry is a Requires “whole system” Creates high level of engagement Participants need to “own” and
systematic process that involvement; participants should and commitment to change as an co-create the process. Core team
uses the art and practice of be a microcosm of the potentially ongoing process, not a one-time members may burn out.
asking questions and building affected public. event.
upon narrative communications to Given the high level of
surface imagination, innovation Process requires an especially high Fosters positive, grassroots level engagement, people expect to see
and commitment to action. level of engagement by core team action changes as a result of the process.
members.
Connects the community by The sponsor of the process needs
celebrating stories that reflect the to be truly committed to the
best of what is and has been. outcomes.

CHARRETTES
Intensive session where Best used to foster creative ideas Promotes joint problem solving Participants may not be seen as
participants design project and creative thinking representative by larger public
features Be clear about how results will be
used

CITIZEN JURIES
Small group of ordinary Requires skilled moderator Great opportunity to develop deep Resource intensive
citizens empanelled to understanding of an issue
learn about an issue, Commissioning body must follow
crossexamine witnesses, make a recommendations or explain why Public can identify with the
recommendation. Always non- “ordinary” citizens
Be clear about how results will be
binding with no legal standing
used Pinpoint fatal flaws or gauge
More Info: Citizen Jury® public reaction
The Jefferson Center
www.jefferson-center.org or
www.soc.surrey.ac.ul/SRU/SRU37.html

COFFEE KLATCHES – KITCHEN TABLE MEETINGS

Small meetings within Make sure staff is very polite and Relaxed setting is conducive to Can be costly and labor intensive
neighborhood usually at a person’s appreciative effective dialogue
home
Maximizes two-way
communication

COMPUTER-ASSISTED MEETINGS
Any sized meeting when Understand your audience, Immediate graphic results prompt Software limits design
participants use interactive particularly the demographic focused discussion
computer technology to register categories Potential for placing too much
opinions Areas of agreement/ disagreement emphasis on numbers
Design the inquiries to provide easily portrayed
useful results Technology failure
Minority views are honored
Use facilitator trained in the
technique and technology Responses are private

Levels the playing field

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TECHNIQUE THINK IT THROUGH WHAT CAN GO RIGHT? WHAT CAN GO WRONG?

DELIBERATIVE DIALOGUES
A systematic dialogic Considerable upfront planning Participants openly share different Participants may not truly reflect
process that brings people and preparation may be needed. perspectives and end up with a different perspectives.
together as a group to The deliberation revolves around 3 broader view on an issue.
make choices about difficult, or 4 options described in an Issue Participants are not willing to
complex public issues where there or Options booklet. A diverse group identifies the area openly discuss areas of conflict.
is a lot of uncertainty about of common ground, within which
solutions and a high likelihood of Process should be facilitated by a decision makers can make policies
people polarizing on the issue. The trained moderator. and plans.
goal of deliberation is to find
Deliberation should occur in a
where there is common ground for
relatively small group, about 8 to
action.
20 people. A larger public may
need to break into several forums,
requiring more moderators.

DELIBERATIVE POLLING PROCESSES

Measures informed Do not expect or encourage Can tell decision makers what the Resource intensive
opinion on an issue participants to develop a shared public would think if they had
view more time and information Often held in conjunction with
More Info:The Center television companies
for Deliberative Democracy Hire a facilitator experienced in Exposuretodifferentbackgrounds,
http://cdd.stanford.edu this technique arguments and views 2- to 3-day meeting

DIALOGUE TECHNIQUES
An intentional form of Dialogue requires discipline to The group engages in “the art of Participants are “ready” to engage
communication that intentionally suspend judgment thinking together” and creates in dialogic communication.
supports the creation of and fully listen to one another. shared meaning on a difficult They may not able to move
shared meaning. Participants need to be open to issue. from individual positions and
communication that engages both reflectively listen to each other.
thinking and feeling. A new understanding of a problem
or opportunity emerges.
Participants need to feel safe to
speak truthfully.

It is important to carefully craft

questions to be addressed in
dialogue.

FAIRS & EVENTS

Central event with All issues — large and small Focuses public attention on one Public must be motivated to attend
multiple activities to — must be considered element
provide project Usually expensive to do it well
information and raise awareness Make sure adequate resources and Conducive to media coverage
staff are available Can damage image if not done
Allows for different levels of well
information sharing

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TECHNIQUE THINK IT THROUGH WHAT CAN GO RIGHT? WHAT CAN GO WRONG?

FISHBOWL PROCESSES
A meeting where decision makers The meeting can be designed so Transparent decision making. The roles and responsibilities of
do their work in a “fishbowl” so that the public can participate by the decision makers and the public
that the public can openly view joining the fishbowl temporarily or Decision makers are able to gauge may not be clear.
their deliberations. moving about the room to indicate public reaction in the course of
preferences. their deliberations.

FOCUSED CONVERSATIONS
A structured approach to Plan the series of questions ahead People learn new information and People jump ahead to
exploring a challenging of time and don’t skip a step. insights on a complex issue. interpretation or decisions and
situation or difficult issue lose the meaning of the structured
by using a series of questions May be used in many different People learn to respect and process.
arranged in four stages: settings, from debriefing a process understand other views.
to exploring the level of agreement
Objective — on a given topic. The decisional steps leads to
Review facts individual or collective action.
Be clear on the intent of the
Reflective —Review emotional conversation.
response

Interpretive —
Review meaning

Decisional —
Consider future action

FOCUS GROUPS
Message testing forum Conduct at least two sessions for a Provides opportunity to test key Relatively expensive if conducted
with randomly selected given target messages prior to implementing in focus group testing facility
members of target program
audience. Can also be used to Use a skilled focus group facilitator May require payment to
obtain input on planning decisions to conduct the session Works best for select target particpants
audience

FUTURE SEARCH CONFERENCES

Focuses on the future of an Hire a facilitator experienced in Can involve hundreds of Logistically challenging
organization, a network of this technique people simultaneously in major
people or community organizational change decisions May be difficult to gain complete
commitment from all stakeholders
More Info: Future Search Network Individuals are experts
www.futuresearch.net 2- to 3-day meeting
Can lead to substantial changes
across entire organization

MEETINGS WITH EXISTING GROUPS

Small meetings with existing Understand who the likely Opportunity to get on the agenda May be too selective and can leave
groups or in conjunction with audience is to be out important groups
another group’s event Provides opportunity for
Make opportunities for in-depth information exchange in
one-on-one meetings non-threatening forum

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ONGOING ADVISORY GROUPS
A group of representative Define roles and responsibilities Provides for detailed analyses for General public may not embrace
stakeholders assembled to up front project issues committee’s recommendations
provide public input to the
planning process. Be forthcoming with information Participants gain understanding of Members may not achieve
other perspectives, leading toward consensus
May also have members from the Use a consistently credible process compromise
project team and experts. Sponsor must accept need for
Interview potential committee give-and-take
members in person before
selection Time and labor intensive

Use third-party facilitation

OPEN HOUSES
An open house encourages Someone should explain format at Foster small group or one-on-one Difficult to document public input
the public to tour at their the door communications
own pace. The facility Agitators may stage themselves at
should be set up with several Have each participant fill out a Ability to draw on other team each display
informational stations, each comment sheet to document their members to answer difficult
participation questions Usually more staff intensive than
addressing a separate issue.
a meeting
Resourcepeopleguideparticipants
Be prepared for a crowd all at once Less likely to receive media
through the exhibits.
— develop a meeting contingency coverage
plan
Builds credibility
Encourage people to draw on
maps to actively participate

Set up stations so that several

people (6-10) can view at once

OPEN SPACE MEETINGS

Participants offer topics Important to have a powerful Provides structure for giving Most important issues could get
and others participate theme or vision statement to people opportunity and lost in the shuffle
according to interest generate topics responsibility to create valuable
product or experience Can be difficult to get accurate
More Info: H.H. Owens & Co. Need flexible facilities to reporting of results
www.openspaceworld.com accommodatenumerousgroupsof Includes immediate summary of
different sizes discussion

Ground rules and procedures must

be carefully explained for success

PANELS
A group assembled to debate or Most appropriate to show different Provides opportunity to dispel May create unwanted media
provide input on specific issues news to public misinformation attention

Panelists must be credible with Can build credibility if all sides are
public represented

Maycreatewantedmediaattention

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TECHNIQUE THINK IT THROUGH WHAT CAN GO RIGHT? WHAT CAN GO WRONG?

PUBLIC HEARINGS
Formal meetings with scheduled May be required by sponsor and/ Provides opportunity for public to Does not foster constructive
presentations offered. Typically, or legal requirement speak without rebuttal dialogue
members of the public individually
state opinions/positions that are Can perpetuate an “us vs. them”
recorded. feeling

PUBLIC MEETINGS
An organized large-group Set up the meeting to be as Participants hear relevant The meeting escalates out of
meeting usually used to welcoming and receptive as information and have an open control because emotions are high.
make a presentation and possible to ideas and opinions and opportunity to ask questions and
give the public an opportunity to to increase interaction between comment. Facilitators are not able to establish
ask questions and give comments. technical staff and the public. an open and neutral environment
Public meetings are open to the People learn more by hearing for all views to be shared.
public at large Review all materials and others’ questions and comments.
presentations ahead of time.
Legal requirements are met

REVOLVING CONVERSATIONS (ALSO KNOW AS SAMOAN CIRCLES)

Leaderless meeting that Set room up with center table Can be used with 10 to 500 Dialogue can stall or become
stimulates active surrounded by concentric circles people monopolized
participation
Need microphones Works best with controversial
More Info:Larry Aggens issues
www.involve.com Requires several people to record

STUDY CIRCLES
A highly participatory Study circles work best if multiple Large numbers of people are Participants may find that the
process for involving groups working at the same time involved without having them all results are hard to assess and may
numerous small groups in in different locations and then meet at the same time and place. feel that the process didn’t lead to
making a difference in their come together to share. concrete action.
communities. A diverse group of people agrees
Study circles are typically on opportunities for action to It may be difficult to reach and
structured around a study circle create social change. engage some segments of the
guide community.

SYMPOSIA
A meeting or conference to Provides an opportunity for People learn new information on Experts don’t represent different
discuss a particular topic involving presentations by experts with different sides of an issue. perspectives on an issue.
multiple speakers. different views on a topic.
Provides a foundation for informed Controversial presenters may draw
Requires upfront planning to involvement by the public. protests.
identify appropriate speakers.

Needs strong publicity.

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TECHNIQUE THINK IT THROUGH WHAT CAN GO RIGHT? WHAT CAN GO WRONG?

TASK FORCES – EXPERT COMMITTEE
A group of experts or Obtain strong leadership in Findings of a task force of Task force may not come to
representativestakeholdersformed advance independent or diverse interests consensus or results may be too
to develop a specific product or will have greater credibility general to be meaningful
policy recommendation Make sure membership has
credibility with the public Provides constructive opportunity Time and labor intensive
for compromise

TOURS AND FIELD TRIPS — GUIDED AND SELF-GUIDED

Provide tours for key Know how many participants can Opportunity to develop rapport Number of participants is limited
stakeholders, elected be accommodated and make plans with key stakeholders by logistics
officials, advisory group for overflow
members and the media Reduces outrage by making Potentially attractive to protestors
Plan question/answer session choices more familiar

Consider providing refreshments

Demonstrations work better than

presentations

Can be implemented as a self-

guided with an itinerary and tour
journal of guided questions and
observations

TOWN MEETINGS
A group meeting format where Town meetings are often hosted by Views are openly expressed. The meeting escalates out of
people come together as equals to elected officials to elicit input from control because emotions are high.
share concerns. constituents. Officials hear from their
constituents in an open forum. Facilitators are not able to establish
There are cultural and political an open and neutral environment
differences in the understanding of for all views to be shared.
the term “town meeting.” It may
beinterpreteddifferentlywherever
you are working.

WEB-BASED MEETINGS
Meetings that occur via the Tailor agenda to your participants Cost and time efficient Consider timing if international
Internet time zones are represented
Combine telephone and Can include a broader audience
face-to-face meetings with Difficult to manage or resolve
Web-based meetings. People can participate at different conflict
times or at the same time
Plan for graphics and other
supporting materials

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TECHNIQUE THINK IT THROUGH WHAT CAN GO RIGHT? WHAT CAN GO WRONG?

WORKSHOPS
An informal public Know how you plan to use public Excellent for discussions on Hostile participants may resist
meeting that may include input before the workshop criteria or analysis of alternatives what they perceive to be the
presentations and exhibits Fosters small group or one-to-one “divide and conquer” strategy of
but ends with interactive working Conduct training in advance communication breaking into small groups
groups with small group facilitators.
Each should receive a list of Ability to draw on other team Several small-group facilitators are
instructions, especially where members to answer difficult necessary
procedures involve weighting/ questions
ranking of factors or criteria
Builds credibility

Maximizesfeedbackobtainedfrom
participants

Fosters public ownership in

solving the problem

WORLD CAFES
A meeting process Room set-up is important. The Participants feel a stronger Participants resist moving from
featuring a series of room should feel conducive connection to the full group table to table.
simultaneous to a conversation and not as because they have talked to people
conversations in response to institutional as the standard at different tables. Reporting results at the end
predetermined questions meeting format. becomes awkward or tedious for a
Good questions help people move large group.
Participants change tables Allows for people to work in small from raising concerns to learning
during the process and focus on groups without staff facilitators. new views and co-creating The questions evoke the same
identifying common ground in solutions. responses.
response to each question. Think through how to
bring closure to the series of
conversations.

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