grand forks promise - engagement

8/3/2019 Grand Forks Promise - Engagement

http://slidepdf.com/reader/full/grand-forks-promise-engagement 1/9

Grand Forks Promise Opportunities to be Engaged

Committee Members: Adam Jonasson (IT), Melanie Parvey (Public Works), Kim Greendahl (Public Works), RyanBrooks (Planning), Rob Corbett (Fire), Allen Anderson (Health), Meredith Richards (Urban Development), JohnBernstrom (Public Information), LaVonne Nelson (Police), Matt Leal (MPO), Tyrone Grandstrand (Councilman)



G r a n d F o r k s P r o m i s e

Committee notes:

Our Committee

struggled todetermine the

extents to which weshould develop a

plan; therefore wedetermined areas

that would best be

studied in moredetail as this plan isset in place. The

ideas from this group

arerecommendations

based on thecommittee’s

research and opinion.

Grand Forks

Promise Opportunities to be Engaged

Mission Statement: Our mission is to research andsuggest sustainable and measurable opportunities forthe citizens, employees, and leaders, of the City of Grand Forks, to get involved and be engaged with our

community.

Vision Statement: Our vision is to see a cohesive and

collective set of programs, that are sustainable and

obtainable, developed to promote multiple forms of

engagement in the city of Grand Forks.

Overview of findings

We determined that the three metrics we would look at are

technical, non-technical, and personal engagement. In

looking at all of these areas, the one constant that wefound, was that it was very hard to gauge current usage or

quantitative numbers to determine a base or starting point.Because of this, the first thing we would recommend ishaving a survey conducted to determine how citizenscurrently stay engaged as well as how they would like to be

engaged in the future. The ideas and concepts in thisreport could be used to help develop the items to beincluded on the survey.




2

Metrics

Metric 1 – Technical Engagement

Metric 2 – Non-technical Engagement

Metric 3 – Personal Engagement




Metric #1 Technical EngagementDefinition: This metric looks at how the city currently uses technology andways that technology could be used more effectively in helping to engagecitizens.

Current Examples: Web Site, Social media (i.e. Facebook & Twitter),

Television Cable Channel #2.

Current status: Currently we are using technology to engage the communityin many ways. The general conclusion from our group was that we arecurrently not using technology efficiently nor are we all on the same pagewhen it comes to how we use it. Centralization of technology and how we

engage people is an area that we need to address.Goals:

1. Website: Our goal is to see a new web page developed that is easier forvisitors to get direct answers to common questions, events in the city,how to get involved, sharing ideas, as well as basic city information.

a. FAQ – A new web page should have a robust FAQ page wherecitizens could get answers to frequently asked questions. This FAQ

area should be easily edited by city staff. This would give citizensanswers right away as well as free up time for city staff.

b. Events in the City – We would recommend that we work jointly

with the Convention and Visitors Bureau to have a shared events

page. This page could be changed by city staff for city events.c. How to get involved – A redesigned web page should offer a

location for city departments and other agencies with the city toshare ideas for citizens to get involved. This could consist of committees, meetings, studies, activities, or programs. Link would

offer a form or email address that staff or partners could enterdetails.

d. Sharing ideas – This would be a link where citizens could share

constructive ideas to make the city better. Ideas could be largeevent ideas to small scale neighborhood improvement ideas.

e. Basic City Information – An easier to navigate page wheredepartments have rights to add and or change data pertaining to

their department or project.

2. Social Media: It was determined that social media is a growing part of how the city needs to conduct business. Social media includes; Facebook,Twitter, blogging, etc.

a. Social Media Policy – The city needs to have a social media policyput in place so all departments are utilizing this form of

communication in the same way.




4

b. All linked together – The main area of concern we had with socialmedia was the act of updating and keeping all forms updated. We

would recommend that a new City of Grand Forks Blog be created.The blog would be linked to the Grand Forks Herald’ s web site and

we would push blog updates to our Facebook page, twitter feed,etc. This would allow for one single entry point for updates andcommunication. We determined that much of the social mediaupdates should come out of the Info Center office, but the option

for departments to add info would be available as well.c. Divisions – Social media needs to be divided into two categories;

Critical Updates and Educational Updates. Critical updates wouldbe updates that would be pushed out from the Info Center similarin the event of an emergency or immediate action required.Educational updates would be updates that could be pushed out bythe Info Center or the Department. These updates would berelated to day to day functions in the city, such as events,scheduled items, and facts.

3. Cable Channel 2 – We would recommend that cable channel 2 be used tohelp engage the citizens of Grand Forks. This could be done with “Get toknow your city” spots; Informational commercials, and advertising for

other forms of communication and engagement.a. “Get to know your city” spots – These 3-5 minute commercials

would highlight a specific department or operation within the city.These spots would be shown before or after council meetings.Interviews with staff from the specific department would givecitizens a better understanding of the operations of the city andinclude information on how they can help, get more information, orget involved.

b. Informational Commercials – Seasonal commercials that could runduring the day on channel 2 giving citizens information aboutspecific seasonal operations that the city has planned. This couldinclude items such as leaf pick, snow removal, etc.

Summary: We all agreed that measuring engagement is going to be tough.We can look at our current usage and traffic on our website, but the mainway that we would recommend measuring engagement is by surveying ourpublic. An initial survey would help to direct us in the right direction forplanning and development, while annual supplemental surveys can helpgauge where we are as well as right our direction as technology changes.

While measuring is important, sustainability was our main focus. In order tohave a sustainable framework for engagement, we need to make sure that

there is buy-in from those departments that are responsible as well aswillingness for change and growth. We will also need a team approach fromstaff to work together to accomplish these task and goals. One possible

recommendation may be to create a technology and social media steeringcommittee. This committee would include individuals from severaldepartments and work to lead new technological methods of engagement in

the future. This committee would be directed by the city IT department.




A lot of further research and development will need to go into this group, wewould recommend that a committee be formed to examine and implement all

of these topics in further detail.

Metric #2 Non-Technical Engagement

Definition: This metric looks at how the city currently uses non-technical

forms of engagement and ways that non-technical communication could beused more affectively in helping to engage citizens.

Current Examples: Neighborhood meetings, National Night out, Farmer’sMarket, Home Show, Classes, Classroom visits.

Current status: Currently we are using many forms of non-technicalengagement. While we are using many methods to engage citizens, we are

not always communicating the same story, nor are we always effectivelygetting out and constructively seeking the citizens input.

Goals: Our goal would be to establish methods for staff to engage ourcitizens in more effective and efficient ways. These methods includeenhancing current examples and promoting staff participation, while addingto new positive and constructive methods of non-technical engagement.

1. Group participation – City departments and staff should be encouraged to

use events like the Farmers Market, National Night out, Grand ForksHome Show, etc. as opportunities to engage citizens in a constructive andpositive setting.

2. Get to know your City Day – An annual event that showcases many of the

departments in the city. This would be an event where all departmentscould participate. An event like this would help to educate the public as to

what the city provides for services, ways for citizens to find out what maybe available for them to participate in city government on different level.We would recommend that this event be held in conjunction with another

event that already has large turnout. (i.e. National Night out, Home show,etc)

3. Special Projects Committee – We would recommend the creation of a new

committee to oversee special projects within the city. This committeewould be a group of city staff that would help to promote and fostercitizen’s request and special projects. We do not see this group havingany voting or decision making power, but more of a group of dedicated

staff members who want to help promote and give direction to citizenswho have project or event ideas within the city. Events like marathons orprojects like the English Coulee cleanup are great examples. These typesof projects usually start with a dedicated citizen who has a passion for aspecific event. The Special Projects Committee would be a group that

could help to keep their vision for their project on track.

Summary: In summary, the city already has many non-technical forms of engagement, what we need to do is increase communication and get out in




6

the public more often. Utilizing events that are already well attended can bea great positive way for staff to engage the public on projects and city

information within the city. Our committee feels strongly that if citizens knowmore about what is going on in the city, they will be more apt to want to

participate and be engaged in the future.

The creation of a special events committee would not only give citizens a

standard process to follow for special requests, it would help to foster positiveinteractions with city staff and citizens. This committee would help to keepgood ideas afloat and give leadership to those citizens who want to make our

community better.

Metric #3 Personal Engagement

Definition: This metric or group looks at how we as staff currently interactdirectly with citizens, and what could be done more effectively.

Current Examples: Individual requests, community partnerships, businesspartnerships, neighborhood projects.

Current status: Currently we have personal engagement with citizens, but aswe looked into the ways to improve this, we found that they can many times

be on the defensive side. Instead of defending, we would like to look atputting employees in a position to engage. We looked for ways that wouldengage both citizens and employees at an individual or personal level.

Goals: Our goals consist of creating a better individual network of

communication between city staff and citizens, starting at the foundation withcity employees and working towards individual citizens and out to thebusiness community.

1. Employee Reinvigoration – The committee spent a lot of time looking at

how we as staff do not always know what other city departments areworking on or in many cases what other departments do in general.Below are some recommendations for employee reinvigoration.

a. Internal department presentations – Conduct monthlypresentations from specific departments to educate other cityemployees as to what is done in other departments. This would

be an opportunity for staff to meet other staff and learn whatdepartments are working on. When staff knows and trustsother staff, we feel that all employees would be more efficient inengaging citizens. As a side benefit to employees, there could

be additional vacation hours or PFP credit given for attendinginternal department presentations or volunteering in thecommunity.

b. CGF Future Leaders – A group of employees who are interestedin gaining knowledge about the city and networking with other

employees. This group could be a basis for mentoring andfuture development. They would gain knowledge from similar

staff members to help engage the public while also attainingprofessional development skills.




c. Mentoring Program – The city should really look at creating amentoring program for employees. Mentoring programs can

reinvigorate veteran staff while providing professionaldevelopment for newer staff members.

2. Personal Network Building – As staff is more knowledgeable about topicswithin the city, they will share their knowledge with individuals around thecommunity. Personal network building at many levels can be done inways that individuals can take stock in their own interests, while passing

on to others the information that is needed. As the individual networkgrows, we will need to provide the individual with the opportunities listedin the above metrics to accomplish the tasks they are interested in. It willbe city staffs responsibility to keep those opportunities active andinteresting to keep a constructive and positive network growing.

3. Business Partnerships – Partnerships with businesses in the communityare important for engagement. Continued development in shared projectsand coordination with agencies within the city as well as business leadersis an important part of engaging the community and the success of any of

our other areas of engagement. Partnerships, with the University, GrandForks Public Schools, and Conventions and Visitors Bureaus are examples.

Summary: We all agreed that one of the main foundations of successful

engagement with the community is a staff that is knowledgeable and

dedicated to what they are doing. A foundation of employees that are

familiar with how the city works, can foster positivity and encourage

engagement outside to the citizens. When citizens are better informed from

city employees, it begins to create a community network with the city. As a

community network grows, so does understanding and communication within

the community.

Strengthening our partnerships with businesses and like agencies in the area

will only help to create understanding as well as save time and money.

Report Summary

In summary, we found that there are many ways the city is already offering

ways for the community to be engaged. While we are working in many

separate areas trying to engage as individuals, we would recommend that we

work in more of a team effort to formulate and standardize the ways that weengage the community.

The first step in the process will be to determine how this committee moves

forward. Ideas from this group will need further research and a lot of work

done in each area to formulate plans for implementation and assets required

to accomplish each area. A survey should be conducted to determine how




8

our citizens want to be engaged. These surveys should be reassessed

annually to keep this plan sustainable as well as obtainable.

The three metrics, technical, non-technical, and personal engagement should

all be looked into further and comprehensive plans for each of these threedifferent metrics should be developed for implementation. At that point,

measurable outcomes should be developed to determine the process of

implementation as well as how goals will be accomplished. This process may

be setup in a three year process of study, implementation, and maintenance.

Engagement of our citizens, employees, and leaders will take a team effort

and will need to be sustainable and obtainable.

grand forks promise - engagement

Documents