Consultation Options and ResourcesNavigation

Consultation efforts and requirements come in different forms. One size will not fit all. A creative approach can capture the imagination and interest of the people you need to reach. This section includes a few ways to engage discussion, resolve differences and solicit feedback. They are listed in alphabetical order, and not in order of applicability. One of your most valuable tools will likely be meetings with the various players.

Try to make the methods fit the subject, audience and scope of the issue. Complex issues with more than two or three key elements will need more extensive consultation and information-sharing to obtain views from stakeholders. Effective public consultation typically incorporates two or more complementary methods.

RESOURCES

Public participation toolbox, p. 112. This excellent resource shows the pros and cons of about 40 consultation methods, and what they are best used for.

ADVISORY COMMITTEES OR WORKING GROUPS

Working groups normally involve a cross-section of affected people and/or organizations. These committees allow ongoing exchange of information and views between stakeholders and the project proponent. A balance of interests promotes broad thinking and creative solutions.

The most effective committees are sanctioned by their community leagues with clear terms of reference. The committee, with a clear mandate to explore and consult on behalf of the league and community is empowered to act and able to negotiate in good faith.

The community league and its committees must also make additional efforts to meet and consult with the community itself. A committee’s impact can be limited if it does not speak on behalf of the larger community. A clear mandate gives the committee focus as it works through options and proposes change.

Advisory committees or working groups are most effective for more complex projects, but can also be helpful in simpler situations.

INTERVIEWS

Interviews with individuals and/or small groups, both in person and over the phone, can provide useful information while giving individuals maximum opportunity to have their say.

Interviews tend to result in depth rather than breadth of information. As a result, they are most effective when teamed with other strategies and when the issues are relatively simple. Sometimes interviews with key informants during the up-front consultation phase will help form a clear picture of the important issues.

For consistency, be sure to use a standardized set of questions when interviewing.

“In my opinion, the biggestmistake people make when it comes to consulting ondevelopments is working hard, notsmart. Certain consultation and advocacy methods are time consuming and ineffective. Secondly, the worst mistake is not dealinghonestly with thecommunity.”

–Bernice Neufeld, Edmonton Federation of Community Leagues

MEDIATION

Mediation provides a place for people in conflict to take stock, explore their issues and develop mutually agreeable resolutions. This process is highly effective when people with differing perspectives show potential to reach some agreement with the help of an effective intermediary.

Mediators impartially listen to all sides, conduct a conflict assessment, facilitate in-depth discussion and help disputing parties reach satisfactory conclusions about their issues.

Mediation will likely not be the starting point of your consultation; initial meetings and other efforts typically happen first. To play a key role in bringing disagreeing parties together, however, it must occur while there is still room to maneuver and negotiate. It is best to bring parties together before a proposal reaches Council and/or the Subdivision and Development Appeal Board (SDAB).

Mediation has the best chance of success under certain conditions.

  • The status quo is unacceptable, or at least unappealing to most stakeholders.
  • There is significant possibility the parties will agree on at least one key issue.
  • The process is open, credible and agreed to by the participants.
  • All key affected public officials and decision-makers are adequately represented, organized and willing to participate. The right people are at the table to talk about the right things, in a well-organized fashion.
  • The parties abide by pre-established ground rules.
  • Sufficient financial, regulatory or other mechanisms exist to reasonably ensure that any agreement reached can be implemented.
  • Resources are available to support a mediation effort.

By contrast, mediation is not likely to succeed under the following circumstances.

  • There are no areas of potential agreement among stakeholders and no opportunities to give and take. (Beware not to conclude this too quickly, however. It is entirely possible opportunities for agreement will surface when a third-party mediator helps you find them.)
  • Key stakeholder(s) refuse to participate or have good reasons not to negotiate.
  • An unrealistic deadline for reaching consensus has been imposed.
  • A better option exists (e.g., stakeholders can count on meeting their interests through other channels).
  • The convenor is incapable of acting as a neutral and autonomous facilitator or wants to control the process and outcome solely for personal gain.
  • Huge power imbalances exist among the stakeholders.
  • Funds are not available for the mediation effort.
  • The parties feel no pressure to mediate (e.g., no deadline or political mandate exists).9

MEETINGS

Meetings of all kinds bring parties together to share information, discuss ideas, hear differing perspectives, build consensus, resolve issues and/or clarify points of disagreement. Good meetings are at the heart of effective consultation. Different parties will need to meet for different reasons. These meetings can be initiated by either party and may have varying goals and outcomes.

Face-to-face meetings

Small meetings

Public meetings

Community league & developer

Community league & subcommittee

Community league & community members

Planning and Development & community league

Planning and Development & public

Planning and Development & developer

Community league & councillor

Developer & councillor

Developer & community members & league (& Planning and Development)

Essential elements

For more formal meetings, a strong chair or facilitator and an approved agenda are essential to keep the discussion focused on the issues. Many people feel intimidated and will not speak up at large public forums. Others are passionate about the issue but not necessarily effective in voicing wider community views. Community meetings need careful preparation and guidance to make sure they do not derail. 10

Support those with low or no literacy skills by giving opportunities to voice opinions in a non-threatening manner. Immigrants and non-English speakers may have difficulty communicating their concerns in public forums and written surveys. Write all materials as clearly and as simply as possible. When demographics warrant, consider hiring interpreters, using oral surveys and translating written information into other languages.

For more information, see Holding Effective Meetings, p. 124 and the next pages.

Meeting outcomes

  • Depending on the type of meeting and the topic, outcomes will be different. It is good practice to set desired outcomes before each meeting.
  • Outcomes might include opening the lines of communication, getting the information right, outlining initial concerns and perhaps opening discussions about amendments or adjustments that might make a development appealing for all.
  • Initial information-sharing meetings are usually held to gather project details and some insight into community issues.
  • A first Town Hall meeting often aims to assess community members’ opinions and, if necessary, recruit a formal committee to represent the community. Without a committee, further work will be less effective and more difficult to accomplish.
  • Community committee meetings are often used to collect additional information, set a meeting schedule with the developer and community members, clarify community positions, develop planning arguments, select action strategies, polish position papers and prepare for appeals.
  • Subsequent Town Hall meetings retain interest, present the committee’s research findings, approve positions, encourage participation and prepare for public hearings and appeals.

Meeting types

FACE-TO-FACE MEETINGS

When establishing relationships or seeking to understand other perspectives, face-to-face meetings are often better than phone calls or e-mails. In person, those “others” become real people rather than sources of opposition. Once trust and open channels of communication are built, it is much easier to make progress by phone and e-mail. Face-to-face meetings are best with two or more persons from each perspective. This encourages honesty and ensures that each perspective is clearly stated and understood.

SMALL GROUP MEETINGS

Small group meetings are ideal for gathering information and building relationships. Initial exchanges and later negotiations often happen in this setting, typically involving community league members and other players.

It is crucial for small groups, as with advisory committees or working groups (p. 25), to define their ground rules and mandate.

TOWN HALL AND LARGE COMMUNITY MEETINGS

Town Hall meetings are used to inform residents of a project and/or determine a community’s position on an issue. Ideally, these meetings involve all the players: community league, residents, developer and a City representative. Sometimes, however, they include community members only.

Focus is key to a successful Town Hall meeting. To keep discussion on track, choose a good facilitator and follow an approved agenda. The meeting must provide an impartial forum for neighbours to express opinions and concerns about the issues without dwelling on personalities. People will disagree, but constructive expression of those viewpoints will produce a much more meaningful outcome than angry, out-of-control arguments.

Invite interest and involvement by using these sessions to present research findings, share information, approve positions, and prepare for hearings and/or appeals. Provide opportunity for parties to submit written comments and evaluations.

Meeting outcomes will vary depending on the stage of the proposed development and community response. Typically, a Town Hall meeting provides a committee with a mandate to forge ahead or indicates insufficient community interest to pursue further action.

FOCUS GROUPS

Focus groups are small meetings of people representing identified stakeholders. Success depends on accurately and effectively interpreting and using the information generated by the group.

Focus groups are not question and answer sessions, but focused discussions guided by a facilitator. Focus groups can be a way of getting a cross-section of views from people who would not usually contribute to a consultation. Often, the groups comprise people with common attributes or interests, but the mix of people will depend on the purpose of the consultation. Although you can run your own focus groups, it is preferable to employ an independent facilitator who has the confidence of all parties.

People are often paid to attend focus groups. Restrict each group to a maximum of 15. Focus group meetings usually last for about two hours and generate dynamic discussion.

“In our office we use ‘partnering workshops’ between the client, contractor, engineers andarchitects to bring everyone up to speed before the construction of a project. I thinkworkshops and meetings are the best way to make everyone feel they have a stake in a project and make themselves heard.”

–Shafraaz Kaba,
Manasc Isaac Architects

Keeping meetings calm

It is critical to maintain control during meetings. When people feel particularly threatened about proposed changes, they may act irrationally and tempers can flare. Set and enforce meeting rules regarding who speaks when, how long they can speak and what language is appropriate.

RECIPE FOR CALM MEETINGS

  • The chairperson acts as a neutral party, showing no bias to one side or the other. (If you lack an experienced chair, recruit one from outside. For chairing tips and external resources, contact the EFCL.)
  • People perceive a measure of calm, in-control leadership.
  • Speakers are required to state their opinions constructively and reminded that the meeting is a forum for debate and consensus building, not argument.11
  • Speakers feel their specific contributions are heard and valued.
  • Participants are held accountable for their presence and words. A sign-in sheet including names, phone numbers and addresses helps to set that tone.
  • All information presented at the meeting is recorded (e.g., on whiteboard or chart paper) and captured in the minutes.

"Consensus is the situation where all parties can state, “I may not necessarily agree with the solution (issue), but I do understand why this is the best solution.”

-- Al Parsons

RESOURCES

Holding effective meetings, p. 124.

ONLINE CONSULTATION

Online consultation is a relatively new and innovative vehicle for soliciting input from a great number of residents in a short time. Online consultation can take a variety of forms, including surveys, discussion boards, postings, frequently asked questions (FAQs) and moderated discussions. To maximize participation, advertise the online opportunities in a variety of other contexts and venues, including existing newsletters.

Of course, online methods restrict involvement to those who are able to use and access the Internet. This vehicle typically does not build relationships, nor is it appropriate for comprehensive negotiations. Yet you may find it useful as one method among many.

As noted below, numerous online resources offer help.

RESOURCES

A Selective Bibliography of Online Engagement,by San San Sy, April 2003. Lists research and articles about the process of online consultation. www.acjnet.org/docs/bibjune2003.doc

OPEN HOUSES

Open houses offer venues to share information and invite dialogue. Often used to gather feedback about larger developments, open houses include invitations to view models and plans or to visit similar developments.

POSITION PAPERS

A position paper clearly articulates a point of view, in about 10 pages or less. The researched paper typically articulates support for or opposition to an issue, with rationale.

Besides highlighting a development’s significant impacts, a community league position paper might propose alternatives, outline opportunities for consultation and review actions taken and planned by the community. Once ratified by a community league board, the paper can act as the neighbourhood’s official opinion. This does not preclude other opinions, nor does it necessarily assist with consultation efforts.

That said, councillors may appreciate the effort and information, for position papers signal the depth of community support and commitment to an issue. When neighbouring leagues (particularly in other wards) support that position, the paper can become an authoritative tool.

Yet position papers are relatively uncommon among community leagues. When soliciting position papers as a means of public consultation, other players should be aware that many community members do not have the time or resources to participate in submission writing.

For more information on writing positions papers, see p. 127.

PETITIONS

Petitions are written requests or statements signed by citizens and presented to decision-making bodies such as City Council. Petitions can be used to require action or simply to sound the alert regarding issues of public concern. While this tool can serve as a barometer of support or opposition for a specific issue, it does not necessarily assist with consultation efforts.

If you want to force Council to take some action, your petition must meet complex legal requirements set out in the Municipal Government Act. While a legally binding petition can be a valuable tool, extensive preparation and effort are required to obtain enough signatures. This tool is not recommended for small-scale development appeals or concerns.

You can also conduct informal petitions that express public opinion. These petitions are “for information only” and do not legally require any action. Keep informal petitions simple and have the petition wording on the top of each page.

Collecting letters of support may be a more effective tool for demonstrating the extent of support for your position. Politically, a personally written letter is given far more weight than a simple signature on a petition.

RESOURCES

Being part of the Government of Your City and Presenting a Legally Binding Petition to City Council. Available through the Office of the City Clerk, City Hall, Tel: (780) 496-8178; E-mail: city.clerk@edmonton.ca

QUESTIONNAIRES AND SURVEYS

Questionnaires and surveys are useful when specific responses are required to specific issues, such as “Which of the following five colours would you prefer for the front of the building?” Surveys can also be good for generating data to discuss in focus groups or for gauging interest.

Both quantitative and qualitative information can result from questionnaires and surveys, depending on whether closed (yes/no, multiple choice) or open-ended questions are asked. Questionnaires can be completed by an interviewer (in person or over the telephone) or by the respondent (on paper or online).

Beware of falling into the trap of surveying for survey's sake. Surveys have limits.

  • Surveys will not reveal a great deal about the reasons for people’s views.
  • Surveys can be manipulated and designed to yield desired results, not necessarily the information needed to make the right decision.
  • Mail surveys tend to have low response rates that can lead to poor results and less-than-useful data.

Surveys are less effective for complex issues requiring additional information, discussion and consideration. For example, the question “Should more social housing be built in the neighbourhood?” may not be well-suited as a survey question.

In certain situations, surveys can be very helpful.

  • They provide a framework for more in-depth investigation.
  • They provide credible results by avoiding leading questions and by addressing only one issue per question.
  • They obtain base-line data that can be compared with other research, thus helping to ensure that other data is well used.
  • They use a statistically significant sample size that encompasses relevant areas, representing a balanced mix of stakeholders.