SPON GENERAL PLAN UPDATE COMMITTEE MEETING

Saturday, April 14, 2018

SUMMARY WORKSHOP NOTES

Pete Peterson’s Presentation

  • Trust in government is at an all-time low.
  • There is an increasing trend for resident engagement.
  • Government must engage residents for the best policy solution.
  • “The public” has a negative connotation.
  • What are the best ways to engage the public?
  • There is a broken process that leads to broken relationships with the public.
  • Increasing levels of engagement: Inform  Consult  Incorporate  Empower
  • Timing of public engagement is critical. (Don’t start public engagement the same month the decision needs to be made.)
  • Different decision makers have different skills (some maybe don’t have the skill to run a good meeting).
  • Some see the government as a vending machine (a customer versus citizen style).
  • Customers are paying for a service.
  • Citizens are solving public problems.
  • Pick: Do you want to be a citizen or a customer?
  • The point of connection with your decision maker is ONLY 2-3 minutes at a microphone.
  • This is about convening a public discussion.
  • We need to engage with one another and then government. (Get everyone on the same page, find the consensus.)
  • Studies referenced in this presentation:
  • Public Policy Engagement in California (Davenport Institute Resources)
  • Inclusive Public Engagement (Institute for Local Government)

Jennifer Lilley’s Presentation

  • There is a divide between the agency and the residents and it’s huge.
  • Residents need to be part of the solution.
  • City planners are often seen as incompetent and must earn the trust of the residents.
  • The process is the enemy.
  • It is broken for a “two-way process.”
  • Something needs to be broached outside the public hearing–and well before the public hearing.
  • Ask for a two-way conversation with the applicant.
  • Don’t wait until the night of the decision to ask for changes on the project.
  • Asking for a dialogue changes the format and rules.
  • We can either play by the existing game and rules.
  • Or ask for a new game.
  • Start with the question of “how did we get here (with this project)?”
  • Then ask who should be in the room? And what are their roles?
  • Understand that the role of the Planning Commission is to be the judge of the project.
  • As part of the process, staff reviews the application and makes a recommendation (there are no opinions).
  • The way the public hearings/meetings are set up—don’t work.
  • This isn’t about apathy; it is about frustration by the residents.
  • Add to the conversation (be helpful).
  • Meet with the applicant early and often – even before the plans are drawn.
  • How to be effective giving a speech:
  • Understand your nerves.
  • Stay on target.
  • Plan for the unexpected.
  • Stay energized.
  • “Um” is a pause.
  • Tips to success:
  • Come out of the trenches.
  • Be the bigger person (wave the white flag).
  • Seek to be understood and to understand.

Question and Answer Session

  • Local challenges, options for change:
  • Get staff on your side.
  • Get changes made on the elected officials.
  • The first question should be: what’s the vision? (Then the leadership should follow the vision).
  • Cities should offer to train elected leaders at the beginning of their terms.
  • There is a Citizens Academy offered that teaches people how to engage.
  • Outline what the community values are.
  • The General Plan is just that—general. Therefore, the General Plan is open to interpretation.
  • Find experts outside the city to help—who is the expert, when we aren’t?
  • People tend to answer the question they are asked… so ask about the values and vision for the community.
  • What makes this place unique to me?
  • To achieve your goal, you have to consider:
  • Results
  • Time and Money
  • History and Culture
  • Your “x” could be “higher” on the Results side, and less Time and Money, but if it hits the “nerve” of History and Culture the box (trend) shrinks (the arrows up and down).
  • History and Culture are drivers to shift things over time. Things are constantly changing because of them, but we only have so much room because of them too.
  • A good public process includes history and culture.
  • Be pro-_____ (something).
  • The project needs to fit the history and culture.
  • Smart policy makers say change, but if it fits in the box then it takes into account the history and culture.
  • Brea Envisions Committee – the residents wrote the report, analyzed the data, and provided it to staff. As a second step, the City offered a statistically valid survey to confirm the findings of the Committee. The Committee and statistician came up with the same answers, but the public didn’t believe it either way.
  • In terms of numbers (of letters, of attendees, etc.)… there is never a number “good enough.”
  • What is the goal?
  • What is the question?
  • Quantity of people versus quality of people.
  • Sometimes there are competing goals.
  • How does a city stay solvent to provide the services its residents expect?
  • How do I reach my leaders?
  • Ask what is your goal?
  • Seek to understand.
  • Every decision YOU (as an elected leader) make should be around that goal.

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