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MEMO
To: Bozeman City Planning Board
From: John Lavey
Date: December 22, 2017
Subject: Growth Policy Framework
I appreciate the opportunity to present my thinking about the City’s upcoming Growth Policy project and I
appreciate your willingness to provide me extra time and your consideration. This board has the capacity to
do wonderful things and I’m hopeful this memo provides a bit of a roadmap as we think critically together
about the responsibilities before us.
Following our December 19, 2017 meeting, I spent time reflecting on our conversation—the clear desire to
move forward with specifics and to do so with a sense of urgency. My one and only goal—indeed, the
principal reason I joined the Planning Board—is to share my professional land-use and community planning
experiences to help produce an innovative and effective Growth Policy for the city. Many of the concepts
contained in the Planning Board’s subcommittee memo package are useful and needed. I also strongly believe
that we can and should expand our approach in a few key areas, which I had started to outline in my
(overdue) memo I referred to at our December 19 meeting. My objective here is to merge the good thinking
started by the subgroup with additional specifics I believe the Planning Board ought to consider as we move
forward.
Specifics
1) We should discuss and agree to the principles about what a successful Growth Policy product and
process look like. The “Growth Policy Update – Overview” document prepared by the subcommittee
offers a strong outline on this topic already. I share my contributions and edits to that memo in
Attachment A.
2) The subcommittee has already invested effort at identifying critical questions to offer the public in
their “Growth Policy – Public Outreach Questions” document. That document amounts to the
formulation of a planning approach for this project, which is simply a way to organize topics to be
included in a Growth Policy, and asserts sideboards on the type of input the public will be invited to
comment on. There are other ways to approach this, as I share in Attachment B, and talk more about
in Next Steps below.
3) An integrated communications and engagement plan will help us clearly articulate the tools,
leadership structures and engagement strategies we will employ as we are updating the Growth
Policy. I believe it is in our best interest to include the elements of this plan in our project,
customizing them to our needs. I share deeper thinking on this in Attachment C.
4) Given the complex and involved nature of a Growth Policy, we need to move forward in a more
coordinated way with Planning Staff and, ideally, elected leadership. It is my understanding that the
Planning Board’s project timeline differs significantly from that of Planning Staff. We need to align
timelines. We also need to understand staff’s capacity for this project, especially because they should
take more of a leadership role.
5) A good consultant will be able to help us think through the public and technical processes that a
project like this entails. I suggest our forthcoming efforts be directed at outlining the aspects of this
project we would like consulting assistance with. We might think of that effort as the beginning of a
scope of work. This is an area that staff involvement will be imperative.
Page 2 of 2
Recommended Next Steps
Given the few thoughts I share above, I propose that we move forward in the following way:
1) Invite Planning Staff to share their current thinking regarding project timeline, project plan, and staff
capacity at an upcoming Planning Board meeting. It is my understanding that there is intent to do
this.
2) Discuss, perhaps as a subgroup but ideally as a full planning board, the elements of the integrated
communications and engagement document, Attachment C. I believe it is important to address each
of these in some way, but we can look at this as an “a la carte” menu—we can pick and choose the
items we think make sense for us. There are tradeoffs involved in this, which we can discuss if there
is interest among the board. Working through many of the items in this attachment can help us avoid
public pitfalls as the project progresses, and so I think are worth incorporating. I think discussion of
the items in this document should occur within the next two Planning Board meetings.
3) The Planning Board subcommittee’s “Growth Policy Outreach Strategy & Timeline” contains useful
thinking on the types of public outreach channels (i.e. website) and activities (i.e. public forums) we
could employ during this project. We should consider stripping the Timeline document of the
specifics of those channels and tools (leaving them to be resolved in more specificity through point
2, above). That would leave us with a big picture timeline, which we will need to merge with staff’s
timeline and ultimately wrap into an RFP. See comments and edits in Attachment A.
4) The Planning Board should outline a draft scope of work for consulting services to be included
within an RFP. I can envision a few provisions we would want to include:
a. Interviews with planning staff, city commission and planning board
b. Response to how they would incorporate our existing desires for public outreach and
engagement into their planning model
c. A discussion and recommendation of how they would approach the planning process
d. Detail of their timeline, benchmarks and deliverables
Thanks again for your time and consideration of all of this. I am glad that we are working together to shape a
more livable future for this wonderful place we call home.
Respectfully,
John Lavey
Attachment A
GROWTH POLICY UPDATE – OVERVIEW
An important task before the Planning Board is to create and implement the elements of a growth
policy update that will result in a successful project. It will be helpful to focus on the outcomes that
we would like to achieve. The following information and questions are intended to begin the process
of identifying preferred outcomes. Once we have this understanding, it will be easier to build a
process for public engagement and plan development.
Why are we updating the Growth Policy now?
The Community Plan was updated in 2009. State law requires a community to review its growth
policy at least every five years.1
In addition, Chapter 17 of the current Community Plan identifies review triggers, goals and
objectives related to a growth policy update and/or amendment. Review triggers include:
• Are the community’s goals current and valid?
• Have the community conditions or legal framework materially changed?
• Where have problems appeared since the last review?
• Does the plan meet the current needs of the community?
• Can this plan be modified to better serve the needs and desires of the community?
With tremendous growth and development, Bozeman has changed considerably since 2009. State
law and the existing growth policy triggers require an update to our Growth Policy.
Further, the City Commission is finalizing a Strategic Plan that calls for a new Growth Policy and
provides direction on maintaining Bozeman as a livable and well-planned city. To fulfill the strategic
plan directives, an updated Growth Policy is required.
What direction has the City Commission given with regards to the Growth Policy?
The Strategic Plan contains the following regarding ensuring that Bozeman remains a well-planned
city. A complete list of planning-related proposals is contained in Attachment A. Major points are below. These points will provide direction to the growth policy update.
4. A Well-Planned City We consistently improve our community’s quality of life as it grows and changes, honoring our sense of place and the ‘Bozeman feel’ as we plan for a livable, affordable, more connected city.
4.1 Informed Conversation on Growth - Continue developing an in-depth understanding of how Bozeman is growing and changing and proactively address change in a balanced and coordinated manner.
4.2 High Quality Urban Approach - Continue to support high-quality planning, ranging from building design to neighborhood layouts, while pursuing urban approaches to issues such as multimodal transportation, infill, density, connected trails and parks, and walkable neighborhoods.
1 76-1-601 (3) (f) MCA
Commented [JPL1]: Inside baseball. Good for us to know but not compelling or engaging to your average citizen. Developing a project purpose statement, together, would better address this. Attachment C.
Commented [JPL2]: These are important aspects of the overall project frame.
GROWTH POLICY FRAMEWORK QUESTIONS
PAGE 2
Attachment A | Page 2 of 4
4.3 Strategic Infrastructure Choices - Prioritize long-term investment and maintenance for existing
and new infrastructure. 4.4 Vibrant Downtown, Districts & Centers - Promote a healthy, vibrant Downtown, Midtown, and other commercial districts and neighborhood centers – including higher densities and intensification
of use in these key areas.
What can the Growth Policy do for Bozeman and how will we know if it is
successful?
Establishing and clearly articulating a vision as to what Bozeman will look like in the future is critical
to the success of a new Growth Policy.
The plan should provide a direction for development that builds a sustainable community. The plan
should guide land use decisions, provide context and understanding for annexation policy, and guide
the development of the community. There should be clear understandings of future growth areas,
infill potential, downtown and commercial areas, historic preservation, and clear connections that tie future growth to future infrastructure.
It is essential that the Growth Policy demonstrates a commitment to outcomes. It must be more
than just a set of goals and objectives. It should also have actions and timelines that work towards
achieving the goals that are identified in the plan. Identifying measurable outcomes will assist in the
implementation of the plan – including a commitment to provide the staff and financial resources
needed to carry out the plan.
If the plan does these things, it will be a success.
What are the main challenges we will face and how will we overcome them?
Like any public process, engaging with the community to gain meaningful comments, suggestions
and input will be critical to the success of the process and the growth policy. Challenges will be
related to hearing all points of view, engaging different segments of the population, and using those
to craft a plan that reflects community input.
In addition, any growth policy requires a community to make informed decisions about future
developments. The current rate of change in population, in technologies affecting our community,
and in economics all make the task of predicted the future more difficult. The best answer to this
challenge is probably to recognize the limitations of our powers of prognostication and to focus on
promoting growth policies that result in adaptable policies, neighborhoods, commercial centers,
transportation infrastructures, etc.
Finally, governments are resource constrained and will always be so. Any growth policy needs to
recognize this and be realistic about the availability and use of scarce financial resources. Other potential challenges:
- Constituencies interested in shaping the growth policy to frustrate or inhibit growth.
- Having an informed conversation about growth and its tradeoffs
Commented [JPL3]: Shouldn’t a part of developing measurable outcomes also be a system used to make the measurements?
Commented [JPL4]: These are focused on the Growth Policy as a product. Are there process-oriented markers of success? For example, a successful plan is one that has broad-based public participation and buy in. It offers genuine and accessible opportunities for people to contribute their perspective in a way in which they feel their contributions are valued.
Commented [JPL5]: I don’t think we want to give people the impression that this planning effort is about predicting the future in any way. The focus is rightly on adaptable [fill in the blank] and how this document can help shape our future in that direction.
GROWTH POLICY FRAMEWORK QUESTIONS
PAGE 3
Attachment A | Page 3 of 4
- Using the few values-oriented statements from the strategic plan (or something else) to justify
the contents of the document. Will people see themselves, by and large, reflected in the growth
policy?
- Staff support, leadership and guidance.
- Timeline, and our ability to adjust to on the ground circumstances within a timeline.
GROWTH POLICY OUTREACH STRATEGY & TIMELINE
2017
DecemberMonth 1
• Planning Board approves community outreach strategies, priorities, and questions.
• Planning Board approves growth policy framework. 2018 Month 2January
• Planning Board discusses and approves consultant RFP contents timeline. Month 3 - 5March-May
• Somebody develops an RFP
• RFP internally reviewed
• RFP released to qualified consultants
• Consultants reviewed
• Final consultant selected
• Staff creates web page (or creates new page in City Projects url)
o To post notice of public meetings, gather input, etc.
• Staff manages webpage and adds content
o To post notice of public meetings, documents, gather input, etc.
Input form should have a combination of structured/multiple-choice responses
and free-form comment areas in addition to email option
• Staff creates/utilizes email listserv
o Potentially from existing outreach lists utilized for Strategic Plan outreach, UDC update,
other Planning Department functions
• Staff initiates public outreach
o Content TBD
Must include opportunities for stakeholder input (i.e. ranking priorities, word clouds, etc. so that the output is data that can be quantified and analyzed). Scenario analysis is important.
o Public Forums
Commented [JPL6]: This is a HUGE TBD! We could figure it out, and will definielty want to be involved in shaping it, but this is the crux of the public involvement equation. What is the purpose of the outreach? To gather feedback? To educate? Just an FYI? Let’s figure out, with the consultant, WHAT we want to outreach to the public for, then we can figure out HOW.
Commented [JPL7]: I would love to talk more with you about with this entails. Having worked with Envision Tomorrow personally, and in a couple different communities, I can testify to its power and complications. MSU is an obvious partner here, but that should come with an understanding of how it will affect our timeline and the quality of the product we receive. If we want to incorporate scenario analysis, the sooner we get started on it the better.
GROWTH POLICY FRAMEWORK QUESTIONS
PAGE 4
Attachment A | Page 4 of 4
Advertise in the paper, on Facebook, webpage, through listserv, and during Commission
Meetings
• In order to make these compelling, we may consider utilizing marketing
specialists
Number of meetings TBD based on staff input, some should be webinars
Mailable comment cards and sign-in sheet to gather email addresses
o One-on-one sessions with key constituencies/stakeholders
Staff and Planning Board identify constituencies and stakeholders
Rely on stakeholder groups to contact and encourage attendance of their
members
Number of meetings and targeted groups TBD based on staff input
Mailable comment cards and sign-in sheet to gather email addresses
o Engaging Vulnerable and Underrepresented Populations
Consider innovative approaches like polling on Streamline Bus, at the Library,
Food Bank, etc. to engage and gather feedback from populations who are unlikely to attend other sessions. Month 4 or 5
• Project Kick-off meeting? May-JuneMonths 5 - 7
• Engagement and drafting
• Staff and Planning Board reviews public comments.
• Planning Board refines recommended policy guidance based on public comment.
June-AugustMOnths 8 and 9
• Consultants draft new growth policy, with direction from staff and Planning Board.
• Assess where we are, what needs remain; adjust project plan—esp public engagement
components—accordingly. September-December Months 10 - 12
• Staff conducts second round of public outreach. o Combination of public meetings and revisiting key constituencies/stakeholders
• Planning Board review and recommended revisions.
• Staff revises growth policy based on public input and Planning Board review.
OVERALL THIS IS A VERY AGGRESSIVE TIMELINE.
Commented [JPL8]: This is all good stuff that I am recommending we signal as important to us in an RFP, and ask for consultants to respond to—how will you address our desires to include these types of activities and channels into a broad-based public engagement component of this project? Or along those lines. I also think we can figure some of this stuff out on our own through some work via Attachment C.
Commented [JPL9]: I like these. Perhaps we get some bigwig speaker to come in and spiel their inspiration. It can be fun.
Commented [JPL10]: At this stage in the game, being too prescriptive with what this looks like will really test our powers of prognostication!
Attachment B | Page 1 of 1
Attachment B - Planning Approach
Montana code provides broad flexibility to local jurisdictions in terms of how they organize themselves to
develop a Growth Policy and in stipulating the issues a Growth Policy should cover. Montana code describes
what “must” be contained in a Growth Policy (MCA § 76-1-601(3)), but also states that the extent to which a
local government actually addresses those issues is discretionary.
The result of this is that there are many ways to approach the development of the contents of a Growth
Policy. A “planning approach” in this context is simply a way of organizing the topics that will be included in
the document and asserts sideboards on the type of input the public will be invited to comment on. Thought
must be given to this because it informs how we will conduct public outreach and influences the way that
citizens will interact with the project. Without taking a side as to the merits of any possible approach, here are
a few ways we could organize information in a Growth Policy update:
Approach Type Characteristics Notes
“Growth Policy” Uses the structure and contents of MCA 76-1-
601(3) as the organizing instrument of the Growth Policy.
This structure, in addition to
addressing the contents of 601(4), is important if the local governing body wishes to exempt
subdivisions from certain requirements of the Montana
Subdivision and Platting Act. Scope is well defined. Forsyth, MT Growth Policy is a good
example.
“Local Policy” Focused on specific policy issues, some of which
may be covered by MCA 76-1-601(3), though that is not required.
Essentially the approach outlined
in the Planning Board’s November 7, 2017 memo to the
City Commission.
“Thematic” Focused around certain organizing themes; for
example: transportation and mobility, open space and parks, housing, our downtown, economics,
etc.
Missoula’s 2015 growth policy is a
well-known example of this, and Kalispell’s recently adopted policy
takes a similar approach.
“Strategic Plan” Based around the implementing strategies for Bozeman’s “A Well-Planned City” vision statement. (i.e Informed conversations, high
quality urban approach, strategic infrastructure, downtowns and districts, housing and
transportation, planning coordination).
Similar to the “Thematic” approach, but has a direct link to a stated Citywide strategic action.
Uncertainty as to when or whether Strategic Plan will be
adopted.
Attachment C – Integrated communications and engagement example
Attachment C | Page 1 of 10
Overview: This document is a compilation of principles and tools I have found to be useful in
other projects and that I believe could benefit our effort to update the Growth Policy if we
employed them in some way in our effort. I present each element with a brief narrative to
understand the general principle behind it, then provide an example from a previous project I’ve
worked on that I thought worked particularly well. To be clear, what follows is not a proposal for
exact language for Bozeman’s Growth Policy update, although much of what is shared herein
could very well be appropriate for Bozeman—that is not for me, but for us, to say.
Public Engagement Rationale
Intent: State our rationale for engaging the public in this project.
Example:
• Build trust between local government and community members to enable better collaboration.
• Build trust and bridges that foster understanding and respect between different community
stakeholders.
• Enhance our ability to make collaborative decisions.
• Broaden stakeholder involvement that will be more representative of the community as a whole.
• Build the capacity of Town staff to be able to facilitate more effective public engagement long-
term, and in future projects.
Public Engagement Principles
Intent: Describe the principles we agree to adhere to in engaging the public throughout the Growth Policy
update. Not dissimilar from the engagement document shared by Randy Carpenter at a Planning Board meeting
not too long ago.
Example: We are committed to providing robust opportunities for public participation in local decision
making. For this project, the Town is embracing an inclusive and participatory planning approach that will
apply the following guiding principles:
• Be Authentic: The purpose of this project is to generate grassroots community ideas and opinions
about the future of our town.
• Be Inclusive: Public engagement opportunities are open to all and are designed to reflect the
demographics and diversity of the Town’s entire population.
• Be Transparent: We will provide full transparency about the project’s sponsorship, purpose, design,
and how decision makers will use the community’s input.
• Be Committed to Openness & Learning: We do not have a predetermined outcome. Town
leadership, as well as community participants, commit to being respectful of the diversity of
opinions that exist in the community, listen to each other, and open to and willing to explore all
ideas.
• Support Informed Participation: Participants will have access to information and/or expertise that
will support their ability to successfully participate.
Attachment C – Integrated communications and engagement example
Attachment C | Page 2 of 10
Engagement Goals
Intent: Describe the aspects of the project that we expect public outreach to influence
Example: The purpose of our public outreach opportunities is to:
• Inform community members about the project—it’s purpose, background and direction.
• Gather input about what community members love and value in our community.
• Identify and discuss important issues that need to be addressed in order to support a vibrant
downtown consistent with the community’s values and vision for the future.
• Provide information about potential solutions and strategies for action.
• Gather input from the community about community priorities for action.
• Provide opportunities for the community to shape the downtown vision.
Outreach Channels
Intent: Describe the types of communications channels we intend to use during the project. The examples
contained below is NOT a comprehensive list.
Example: To reach out and inform the community about the project, the following communication tools
could be used:
• Project Website will include information about the project, online interactive platforms, a project
calendar, and project documents.
• Email Distribution Lists will use existing lists, meeting sign-in sheets, and the project website sign-
up.
• E-Notices will be sent to notify of upcoming opportunities to be involved and provide project
updates.
• Flyers and Posters will be distributed around the Town to notify residents of events and activities
and direct them to the project website.
• Community Outreach Events to reach out to residents at popular locations in Town.
• Media Announcements on Facebook, Instagram, radio, and the newspaper will provide
announcements of progress and upcoming events.
• Community Presentations to civic groups, organizations, community groups, and other boards.
• Mobile phones through the use of a tool like Textizen or CoUrbanize to engage people remotely on
key community questions.
Engagement Types
Intent: Describe the types of public engagement we intend to deploy during the project. The examples contained
below is NOT a comprehensive list.
Example: The following types of engagement methods will be used to get Town residents involved that
utilize creative and informal activities in addition to more traditional engagement events.
• Stakeholder Interviews and Focus Groups to understand the values, issues, concerns, and
approaches from targeted stakeholders groups.
• Storytelling Events to gather personal stories from community members in order to understand
the values, interest, concerns, and hopes of the community for the future.
Attachment C – Integrated communications and engagement example
Attachment C | Page 3 of 10
• Creative Submissions that will include opportunities for the community to submit photos, stories,
and videos via social media, cellphone and online platforms.
• Community Forums, both on-line and in person, that will promote dialogue and discussion
intended to promote community member interaction and shared learning and decision making.
• Community Questionnaires to solicit community opinion on community values and the quality of
the recommendations and priorities for action.
• Learning Forums to learn about community development best practices and provide for informed
decision making.
• Feedback Forms and Pop-Ups to solicit written input in the form of postcards, stickers,
chalkboards, and more from residents in specific locations around Town.
• Community Presentations led by the project leadership team to share learning and project
progress.
• Mobile Workshops, including bikeshops and walkshops, to gain an understanding of the strengths,
opportunities, and challenges of enhancing the downtown pedestrian and bicycle safety and
walkability.
• Design Charrettes led by design and planning specialists to develop a shared vision for what
residents want the town to be like 20 years from now.
• E-tools like “Stake” or “Envision Tomorrow” that help people understand tradeoffs of policy
decisions in an interactive or gamified environment.
Stakeholder Identification
Intent: Describe the types of stakeholder groups we would like to reach out to. Connected to the Network
Analysis, below.
Example:
We will reach out to stakeholders and sectors within the community including, but not limited to:
• Civic groups
• Arts & cultural organizations
• Youth & education
• Business community
• Recreation groups
• Pedestrian & cycling advocates
• Neighborhoods
• Homeowners Associations
• Real estate & developers
• Regional governments
• Tourism sector
• Downtown business & property owners
• Faith community
• Nonprofit sector
• Other underrepresented stakeholders who
do not typically participate.
In conducting this outreach, we could be extremely strategic and conduct a stakeholder network analysis. An
example of such an analysis conducted for another project is contained at the end of this document.
Attachment C – Integrated communications and engagement example
Attachment C | Page 4 of 10
Leadership – Project Management Team
Intent: A Project Management Team are the individuals responsible for all aspects of managing a project.
Describes the roles and responsibilities of the group of people managing the overall project.
Example:
The Project Management Team (PMT) is responsible for the day-to-day management of the project, which
includes leadership and oversight of project logistics, timelines, and task execution. The PMT includes
individuals from the City, Consultant and Planning Board. The PMT meets regularly to stay on top of task
management. The project team is comprised of the following individuals:
• Person 1
• etc
Leadership – Citizen Steering Committee
Intent: Invite broader-base participation and buy-in to the project by involving citizens in an active leadership
role.
Example:
The role of the Citizen Steering Committee (CSC) is to: (1) provide guidance and oversight to
the public engagement process, (2) ensure the community understands and is effectively
engaged in the project, and (3) work to build the capacity of the community for public
engagement and collaborative problem solving.
In this role, CSC members support the project by providing feedback and input on the design
and implementation of the public engagement process, assisting with specific community
outreach and engagement activities, and assisting with outreach to their networks in the
community to ensure all residents are engaged. The members on the CSC were selected to
represent the diversity of the Town and for their willingness to work to foster more
constructive community dialogue and collaboration.
CSC members include:
• Person 1
• etc
Project Branding
Intent: Common for comprehensive planning efforts, project branding gives identity and consistency to a
project.
Example:
Brand Element
Project Name
Logo
Attachment C – Integrated communications and engagement example
Attachment C | Page 5 of 10
Project Tag Line
Project Colors *Develop branding slate*
Project Hashtag #
Website
Boilerplate A Strong Future is a project of the Town that seeks meaningful community
input on how to build a thriving community for everyone, and honors our
rich heritage. The goal of the project is to spark constructive dialogue that
will identify shared values and build a vision for the town that includes an
action-plan on how to get things done.
Project Purpose Statement
Intent: Articulates the reasons why we are conducting this project. Written to be “outward facing”, the project
purpose statement frames the background and intent of the project and gives rationale to our activities.
Example:
We love our town. We have a rich cultural heritage that dates back centuries, a spectacular location perched
on a dramatic high-desert landscape, and friendly, creative (and sometimes outright kooky) residents who
give this place a distinct personality.
Our community has worked hard to maintain a strong connection to our past. But we also face significant
challenges for the future. The economy has sputtered in the wake of the Great Recession. Blows to the
construction industry and the closure of the local mine left a lot of locals with few employment options.
About 21% of our neighbors are living at or below the poverty line, and our young people are leaving at an
alarming rate, largely due to a lack of opportunities.
Most of us have concerns about the impacts of growth on our town’s tradition and small-town feel.
Unfortunately, we have yet to build consensus about what steps we can take to address our economic
challenges while paying reverence to our history. Too often, our discussions about development erupt into
polarizing, unproductive debates that divide us rather than unite us.
We can, and should, do better.
How can we manage development in a way that protects our historic character, supports local businesses
and grows the local economy, and contributes to the quality of life of those who live here? We have tried to
address these questions in the past with varying degrees of success. We think now is a great time to revisit
this conversation, in a productive and inclusive community discussion and with the clear intention of turning
our ideas into actions.
The Town Council has directed the Planning, Community and Economic Development Department to work
on a highly participatory and community-driven strategy to update the Growth Policy. The Mayor and
Council are committed to improving how the Town interacts with its residents. The Town has partnered with
a consultant to provide the Town with additional expertise in public engagement and community
Attachment C – Integrated communications and engagement example
Attachment C | Page 6 of 10
development. The purpose of this community dialogue is to provide an opportunity for us to come together
to think strategically about how we can build a great town for everyone. This is an exciting opportunity to
both do things better than we have in the past, and create an action-oriented vision for the downtown. The
outcome of this community dialogue will be an updated growth policy which will:
• Identify what we love about their community and why that matters.
• Develop a shared vision for our town and the role we want the town to play in our prosperity and
quality of life.
• Identify solutions for ongoing community challenges of pedestrian and cyclist safety, declining
downtown economic vitality, transportation and parking congestion, and protection of the historic
district’s character.
• Define what type of development is appropriate for downtown, where that development should
happen, and how it should occur in a way that is consistent with our community’s values.
Ultimately, this project is about taking action. The result of the project will be an updated Growth Policy that
summarizes:
• Our shared community values.
• Guiding principles, goals, and recommended strategies for the downtown.
• An implementation action plan.
Following the completion of the Growth Policy update, the Town will work to incorporate the results into a
formal plan or policy that can be used by decision makers to make development and capital investment
decisions in the downtown that are consistent with the community’s values and vision.
Key Messages
Intent: Provide key messages for each step, phase or task of a project. Helps key messengers “speak from the
same page” to reduce confusion, enhance project clarity and create widespread understanding.
Example:
Phase 1: Where Are We?
Message Themes
• We love our Town. But we know there are some things that need to change. We have challenging
economic conditions where not everyone is thriving, our businesses struggle, and our infrastructure
does not always work for us.
• We have had these challenges a long time, but we have not been successful in working together and
having the dialogues we need to have. With new leadership in town, we have an opportunity to do
things better than we have in the past.
• But we cannot do it alone. We need you to come to the table and help us recreate how we work
together to solve problems.
Phase 2: Where Do We Want To Go?
Message Themes
• Our downtown district is the heart of our community.
Attachment C – Integrated communications and engagement example
Attachment C | Page 7 of 10
• How do we better integrate our southern gateway and our historic district so they feel like one
community? These are key questions we will address as we create a vision for a safe, virbrant, and
thriving place for all of us.
Phase 3: How Will We Get There?
Message Themes
• We have worked together to establish a vision and goals for keeping a heart and soul to our
community focused around building a great place.
• Now it is time to put our ideas into action. We will work together to identify strategies that will have
the support of the community and best achieve our community's goals.
Implementation
Celebrate our successes, reflect on what we achieved, tell stories of how people's perception of collaboration
and participation changed.
Public Engagement Summary
Intent: A visual representation of the tasks, phases or important steps involved in the project. Helps people
understand “at a glance” what the project looks like and what to expect.
Example:
Attachment C – Integrated communications and engagement example
Attachment C | Page 8 of 10
Communication Channels: Non-Traditional
Intent: Identify specific local channels of non-traditional media we could use to share project information.
Ideally done well before project launch. The City already likely has something like this available.
Example:
Channel Manager Link Phone Email Submission
Deadlines
Facebook Pages
Community
Calendars
Twitter
Community
Forums
Community
Newsletters
Bulletin Boards
Instagram
Local Blogs
Vimeo
Communication Channels: Traditional
Intent: Identify specific local channels of traditional media we could use to share project information. Ideally
done well before project launch. The City already likely has something like this available.
Example:
Channel Manager Contact Phone Email Submission
Deadlines
Television
Radio
Newspaper
Attachment C – Integrated communications and engagement example
Attachment C | Page 9 of 10
Local-Focus
Magazines
Network Analysis
Intent: Deep-dive into the stakeholder groups to figure out who key messengers are, what motivates them to
support, and who they listen to. Crucial for developing broad-based support.
Example:
STAKEHOLDER
GROUP
NETWORKS CONTACTS COMMUNICATION
CHANNELS
CONNECTORS INTEREST
Who do we want to
engage? (groups, age groups, geographies,
etc.)
What groups
do they belong to?
Who is the
group contact?
How do they share
information? Where can we reach them?
(newsletters, list
serves, FB, coffee
shop, meetings, etc..)
Are there
individuals that can are part of
this group
and/or others
who can help
with outreach?
What might be
the groups interest in this
project?
e.g. Recreation Users COPMOBA Jim Smith Facebook page
Colorado Plateau
Mountain Bike
Association, Tues
morning ride from
bakery
Trail access and
expansion for
recreation use.
Valley
Horseman
Allie Wyss newsletter, annual
meeting
Cory Rice is in
horseman and
copmoba. Owns
Valley
Outfitters. Paul
knows her.
Trail access and
expansion for
recreation use.
Closures
effecting
outfitters
business.
Recreation Users
Business Owners
Part time Residents
Retired residents
Non-Profits
Special Event
Organizers
Ranchers
Land
Trusts/Conservation
Attachment C – Integrated communications and engagement example
Attachment C | Page 10 of 10
Sanitation Districts
Resource Extraction
Healthcare
Realtors
Developers
MSU Students
Seasonal employees
Major employers
Arts and Culture
Environmental
Activists
Federal Agencies
Kids K-12
Minorities
Streamline
Housing Authority
School District
USFS
BLM
Park Service
Gunnison Chamber
Water
Faith-based groups
Media
Seniors
More…