Executive
Summary
Background
The United States Department of Transportation, Federal Highway Administration (FHWA), has sponsored, in cooperation with the Florida Department of Transportation (FDOT), a benchmarking study entitled “Public Involvement in the Development of the Long-Range Transportation Plan.” The study was designed to provide metropolitan planning organizations (MPOs) with new tools and innovative techniques to enhance their public participation and outreach during the long-range transportation plan development process.
As required by federal law (Code of Federal Regulations Title 23, Part 450.322), MPOs must prepare a transportation plan addressing at least a 20-year planning horizon. The plan should include both long- and short-range strategies and actions that lead to the development of an integrated intermodal transportation system facilitating the efficient movement of people and goods. The transportation plan is reviewed and updated at least triennially in non-attainment and maintenance areas, and at least every five years in attainment areas, to confirm its validity and consistency with current and projected transportation and land use conditions and trends within the forecasted time period.
A major element in the long-range transportation planning process is providing opportunities for the public to comment and actively participate in the planning and decisionmaking process.
The MPOs in the state of Florida have expressed frustration over the difficulty of getting the public to participate in the process. For the most part, the public involvement activities at this long-range level are not widely attended. The MPOs have had more success in engaging the public at a more project-specific level.
Therefore, the Florida Division of the Federal Highway Administration, in cooperation with FDOT, offered to conduct a special study to research those organizations that exhibit exemplary public involvement techniques.
The research approach that was used is called “bench-marking.” As defined in Quality Digest (1992)
“ Benchmarking is the practice of being humble enough to admit that someone else is better at something and being wise enough to try to learn how to match and even surpass them at it.”
One of the main themes of benchmarking is that organizations must first examine their own processes, products, and services to discover where there are successes and areas for improvement.
The methodology used in this study was adopted from the American Productivity and Quality Center’s four-phase approach. These phases are planning, collecting, analyzing, and adapting information from the team and partner organizations to discover and highlight best practices to share nationwide.
Planning
During the planning stage, a scope proposal was developed based on feedback from participating MPO member organizations, FDOT, and FHWA. These organizations were recognized as “benchmarking partner organizations”, as identified in appendix A. Training sessions on the benchmarking process were conducted during this phase in Tallahassee, Orlando, and Ft. Lauderdale. The training focused on the key principles of benchmarking and code of conduct, and any issues of concern about the benchmarking study.
Secondary research validating the topic and identifying best practice organizations was also conducted during this phase. Over 200 organizations were identified as possible benchmarking best practice organizations and were sent a brief screening questionnaire. The benchmarking partners then selected six best practice organizations; these are described in appendix B.
Appendix C has been provided in the report as a reference guide to relevant government publications for use in transportation planning and public involvement activities.
Data Collection
The data collection phase included obtaining written information on processes and conducting site visits to gather additional information and validate findings. All
six best practice organizations and the participating benchmarking partners provided information responses. Information was requested in the following focus areas:
- • developing a long-range plan,
• obtaining public involvement,
- • communication strategies, and
- • planning and implementing effective public meetings.
Analysis
During the analysis phase, the data from the detailed site visit were compiled in a compendium report, which is included here as appendix D. Feedback from benchmarking partners and best practice organizations revealed several overarching principles that have led to success in public involvement as organizations plan for the long term.
1. Several key themes emerged from the benchmarking study:
- • Education of the public is continuous.
- • Involve key stakeholders early and throughout the process.
- • Develop partnerships with media resources.
- • Collaboration is a method for maximizing public involvement resources.
- • Personalize public involvement activities.
- • Provide incentives to increase participation.
- • Provide alternatives to traditional meeting places.
- • Use innovative techniques to define “communities” and traditionally underserved populations.
- • Public involvement activities are continuously evaluated.
2. Best practice organizations and benchmarking partners use a variety of methodologies for communicating with the public.
Widely used communication strategies included: • newsletters,
- • citizen/public advisory committees,
- • workshops,
- • informational materials, and
- • surveys.
3. Best practice organizations and benchmarking partners are employing innovative public involvement techniques.
These include:
- • games,
- • traveling information centers,
- • tours,
- • computer simulation, and
- • school curriculum.
4. Technology is playing an important role in public involvement.
These include:
- • Geographic Information Systems,
- • Databases for mailing lists and
- • Website and E-mail.
Adapting
The benchmarking partners met in October 2001 to discuss the study’s key findings at a Knowledge Transfer Session (KTS). The Florida MPOs used this event to review their public involvement processes and determine to how best adapt the best practices for improving their public involvement program. Additionally, the bench-marking partners agreed to publish this report and share its findings nationwide. This effort supports FHWA’s metropolitan capacity-building programs initiative to educate and provide technical assistance to metropolitan planning organizations.
Section 1:
PUBLIC INVOLVEMENT THEMES
Several key themes on public involvement appeared throughout the study.
Education of the public is continuous.
ll benchmarking partners agree that education is a continuous theme throughout the long-range planning process. Educating the public on, and obtaining its involvement in, planning are mutually reinforcing activities. The techniques used for this education process vary widely.
Involve key stakeholders early and throughout the process.
Several best practice organizations found that involving key stakeholder groups from the onset of the process was essential to creating buy-in for the long-range transportation plan.
One best practice organization defined key stakeholders as local and state officials, planners, business leaders, conservationists, developers, landowners, and church and citizen groups. Many benchmarking team members added to this grouping anyone in or around their adjacent jurisdictions.
Develop partnerships with media resources.
Some best practice organizations have found tremendous value in obtaining assistance from media resources. These resources include television (local and government access); radio (via advertise
One best practice organization suggested checking with television and radio resources to find out the time of the year when advertising rates are lowest so as to best lever-age financial resources. This organization also noted that it was helpful to issue special invitations for the media to attend an information-sharing meeting? similar to a press conference? whose purpose is to disseminate information about a project or program. This special meeting helps maximize staff resources by providing information to all media at one time.
Another best practice organization stressed the importance of airing information on the radio at different times throughout the day. This organization suggested using one script with several “trailers” or public service announcements, each indicating the type of public feed-back desired. One organization used a “scrolling” message across the bottom of the television screen to advertise a meeting.
One best practice organization sends a quarterly calendar of events to the local media to keep them informed of upcoming events. Many best practice organizations and benchmarking partners found that keeping the media involved is a low-cost way to publicize a project.
Collaboration is a method for maximizing public involvement resources.
Best practice organizations
ment.
speak to the public are included.
One best practice organization tackled transportation in the context of a clean air initiative. The organization collaborated with an asthma organization and various gas stations. A “stop at the click” program was instituted to encourage customers to stop pumping gas when the pump clicked, and thereby avoid gas spillage and promote cleaner air. Another best practice organization also teamed with gas stations; this one had them display posters promoting public involvement activities. The
organization also posted signs along affected project areas, advertising public involvement events.
One best organization developed a partnership with the American Lung Association and several transportation, environmental, and health groups to send a message to the public that everyone needs to work together to reduce air pollution.
One best practice organization initiated “Our Town” events, where the city devoted a day for the community to address different issues of importance to the locality. The events were festive and informative, and was considered a success.
“Piggybacking” on local events and entities is another method of collaboration. Almost all best practice organizations regularly staff information booths at local events such as neighborhood and community fairs. Several benchmarking partners and best practice organizations staff displays with project information at key employment sites or local shopping malls.
Best practice organizations believe that their planning efforts do not stop at their jurisdictional lines. Many collaborate and conduct public involvement activities with adjoining jurisdictions.
Another successful collaborative initiative for soliciting feedback was used by one best practice organization in compiling its Year 2040 long-range plan. This effort involved partnering with a coffee shop chain and holding “Coffee Talks” for the public. Similarly, another best practice organization plans local “Coffees,” with neighborhood associations sponsoring in-home meetings with small groups of neighbors to discuss a project of particular concern to the citizens. This best practice organization trains individuals as facilitators to manage these meetings. Invitations are usually extended by the host of the coffee and are held during weekdays, evenings, and weekends at the convenience of the target audience.
One best practice organization made multiple copies of a video detailing its growth strategies; it then partnered with a video chain to distribute free copies of the video to store customers.
Personalize public involvement activities.
As with collaboration, the issue here is to bring the topic to the individual in a meaningful way. Collaboration makes meaning through combined perspectives; personalizing makes meaning by reaching out to the specific individual.
One best practice organization “made it personal” by conducting door-to-door canvassing. Public involvement staff and/or their volunteers go door-to-door to meet residents and business owners to ensure that they know about a project and have the opportunity to receive more information or to become more involved in the project.
Another best practice organization individually signs invitation and thank you letters. In addition, this organization makes itself available to anyone interested in the long-range transportation plan. The organization does not use voice mail, and, by using a “planner on call” methodology? whereby a transportation planner is assigned each day to answer all calls? it provides the public with out-standing customer service and information.
Provide incentives to increase participation.
Some best practice organizations and benchmarking part
zation always tries to provide some type of refreshments at its meetings. Two other
organizations provide small mementos for individuals who provide responses to survey questionnaires.
Provide alternatives to traditional meeting places.
A majority of the best practice organizations agreed that traditional public meetings and meeting places are not particularly conducive for soliciting active participation from the public. They have instead turned to more innovative settings, where participants can feel they affect the decisionmaking process by offering input that adds value and substance.
Locations of meetings have been adjusted to better attract and accommodate participations. For example, best practice organizations and benchmarking partners have held meetings in such nontraditional locations as schools, churches, senior centers, libraries, fairgrounds, fire stations, and hospitals.
Similarly, times of meetings have been varied to accommodate more individuals. One best practice organization communicated with and received feedback from factory workers by holding discussions at the 4 a.m. “graveyard” shift. This organization also communicated with an affected neighborhood by holding discussions following church services in the area.
Use innovative techniques to define “communities” and traditionally underserved populations.
One component of the long-range transportation planning process is identifying the needs of low-income and minority populations and assessing how the benefits and bur-dens of the transportation system are distributed across these groups. Organizations are employing various methodologies to define these local communities.
Many benchmarking partners have identified the community impact assessment process as a method for defining communities and conducting community outreach. Community Impact Assessment is “ an assessment process to address proposed transportation actions on communities, neighborhoods, and people.” Other best practice organizations and benchmarking partners have relied on community-based or social service organizations as sources of information.
One best practice organization has used church groups, minority publications, and chambers of commerce to help identify needs of low-income and minority populations. This organization also collects and tracks school enrollment information and subsidized school lunch program data.
Public involvement activities are continuously evaluated
Every best practice organization and benchmarking partner evaluates, either formally or informally, their public involvement techniques. The most commonly used tool for evaluation is the survey questionnaires. Most best practice organizations and benchmarking partners used