Washington State Local Improvement District Manual
Chapter Two - Public Relations

Introduction

An effective public relations program is necessary for a successful LID financed project, as LIDs are very personal. Projects not funded by LIDs may be controversial, cause traffic disruptions and generally make people irate. An LID asks them to not only put up with a project they may not like personally and will disrupt their lives, but also to pay for it. Even if they are in favor of the project, they are going to be more interested in the project and cost issues than they would be if they had no personal financial stake.

Sources of information for this chapter include the following (all available on loan from the MRSC library):

• "A Brief Guide to an Effective Community Involvement Program," LID-RID Procedure Manual, Third Edition, by Carolyn Browne, Consultant (see Appendix B)
• Effective Meeting Techniques, Washington Municipal Clerks Association, by Margery Price, 1993
• The Agency/Public "Cooperation Manual," Project Management Publications, 1993
• Media Relations Policy Manual, Claremont, California, 1990
• Reporters and the News Media, MTAS, Tennessee, 1995
• Media Relations for Local Governments, ICMA, 1996

When the Natives Are Restless (John W. Carpita, P.E.)

The Golden Rule

Often overlooked in the rush to get projects accomplished and LID processes completed is the golden rule-"do unto others as you would have them do unto you." This may seem trite, but many a public relations gaffe can be avoided if we, as project engineers, LID administrators, etc., seriously consider probable impacts of our projects and how we would react to a similar proposal affecting our property. Honesty, openness and a caring attitude are just as important as technical skills and knowledge.

Public Relations Plan

An LID financed project tests an agency's public relations skills like no other, for reasons mentioned in the introduction. As each project is unique in its scope and impacts, a separate public relations plan for each project is needed. These plans will be more effective if drafted in relation to overall city public relations policies, including those for media relations, conduct of meetings, parliamentary procedure and customer service. Examples of each of these are readily available.

Public relations plans for an individual project need not be elaborate, but should recognize its unique scope and potential impacts. Use of individual meetings, open houses, formal or informal meetings and hearings at specific times during the project development process must be identified. Required hearings or meetings should be "flagged," with notification requirements identified. The plan should be detailed enough to include those steps necessary for review and approval by other city or local agencies as well as the mayor and council. Appendix B contains a sample matrix for citizen participation in an EIS process, which can be adapted for use for other project phases, including LID processes.

A public relations plan is a blueprint for communication. Public officials must have a sincere desire to communicate with property owners and the general public. Anticipation of concerns about, and objections to, a project is not enough-the agency must hear those concerns and objections directly expressed by property owners. The public responds better to accurate information and identification of all parameters that will affect final decisions when made. It is important to identify, at the beginning of a project, those facets which are unchangeable and those which can be affected by public response. Identify procedures which will be followed, and inform the public as to when input will be accepted or solicited.

LID financed projects are unique in that property owners have the power to decide, collectively, whether they will pay assessments for improvements to be built in the project. If they are not convinced that the project is needed and cost effective in the early stages, they may vote against it. An ideal LID financed project would be one in which specific property owner needs and overall city goals coincide precisely at minimal cost to both, with no adverse environmental impacts. Ideal projects are rare. More common are projects where compromises are needed and in which a certain degree of disaffection exists or is generated between the city and property owners.

Us Versus Them

The Agency/Public "Cooperation Manual" contains an excellent discussion of agency and public perspectives on public works projects and how these can clash unless the agency takes extraordinary pains to insure that it remains flexible and open to public input. The following table summarizes this discussion.

Remarkable Similarities and Unremarkable Results

Agency staff does know:
what is to be done
how it is to be done
when it is to be done
why it is to be done
what the rules are
what is important-maybe

The Public does not know:
what "they" are up to
what "it" is going to "do" to them
when "it" is going to happen
who "these people" are
leading to
The Mindset
simply working through the activities of the process
vested interest in design to date
get the job done
The Mindset
why weren't we told about "this"
how can we fight "it"
how can we keep "this thing" from destroying our. . .
who can we call to deal with "them"
and to
Where is the agency coming from?
is certain of its views
is suspicious of outside approaches
is doubtful of less informed views
is concerned with delays and changes
Where is the public coming from?
feels frightened, concerned, worried and vulnerable
inclined to be distrustful and combative

Looking at these perspectives, it is noteworthy that Agency Staff-those who know as much as can be known about what is being done, who understand the process for doing it and who control that process-tend to enter the relationship with the Public with a viewpoint based on fear of delay and change. The Agency is meeting with the Public-people who represent diverse interests, those who don't know what, when, why and who-and the public enters the relationship with staff with a negative attitude and anxiety focused on fear of change. From opposite perspectives, both enter the relationship with fear of change.

How can agency staff overcome this fear of change? If there is to be genuine cooperation with the public, the agency's attitude has to change from "we're being delayed and can't afford changes" to "our schedule has been established so as to include time to address public concerns; and the concerns of the public are not viewed as changes because substantive decisions have not yet been made." If there are things about a project that cannot change, explain the reasons fully and with as much documentation as possible. If you are open, honest, believable and develop a track record for reliability, the public will trust you and accept what you can and cannot do.

Educating the public as to the what, how, when, why, etc., of a project is a never ending challenge, as new people are always entering the process. In addition, even those who have been previously involved will remember the project as it existed at that slice of time when they were last involved. It is important, in preparation for any meeting or project discussion, to think about the public participants in the meeting and where they are in relation to the current status of the project. Spend at least a few minutes at the beginning of the meeting making sure that all participants are aware of the current project status and on the same wavelength as nearly as possible.

Sedro-Woolley

Informal and Formal Meetings

Meetings can be the bane of a public servant's existence. An LID administrator is defined as a person who is in one meeting and mentally preparing for the next. All kidding aside, meetings with property owners and the general public are the most important element of any project's public relations plan. Informal meetings with individual or small groups of property owners in the early stages of a projectcan help the city to determine a possible scope for the project, provide education about project approval and LID processes and help to evaluate probable support for an LID. Open houses are particularly effective in the predesign and EIS stages of a project, before any alternatives have been formulated. Larger, more formal meetings will be needed as the project progresses. In addition to required public hearings for EIS, design approval, or LID processes, a working (steering, advisory) committee should be established. With representation from as many competing interests as is possible (including property owners from the potential LID area), this committee can be an effective way to review design alternatives, identify potential fatal flaws, avoid unnecessary disruption to adjoining property owners and monitor probable LID support. This committee should meet monthly during the predesign and EIS stages and as frequently as needed during the design and approval stages.

When the LID formation hearing is scheduled, project staff should be very open to individual or group meetings to explain overall LID processes and the type of testimony that is appropriate at the formation hearing. During construction, informal meetings or mailings to each LID participant at least monthly will keep your public relations star shining bright. Be sure to include financial information, good or bad. When the final assessment roll hearing is scheduled, project staff should, again, be very open to individual or group meetings to explain the assessment roll and the sort of testimony that is appropriate at the hearing.

Meeting Techniques

To assure a productive meeting, the following (or similar) guidelines should be followed:

1. Plan the meeting (who will attend, topics to be covered, location, etc.) in advance.
2. Have a written agenda.
3. Start on time.
4. Use the agenda.
5. Keep the meeting moving.
6. Build consensus.
7. Finish on time.
8. Keep minutes in relation to the agenda items.

Meeting locations other than city hall or recognized central meeting places (i.e., homes, schools, etc.) should be cautiously evaluated in terms of convenience, safety, wheelchair accessibility and emergency response time. Other meeting techniques are included in Appendix B. Meeting times should be planned for maximum convenience to property owners.

Public Hearings

See Chapter Six.

Media Relations

"Turn your back to the camera and give an assumed name."

Early 1900s Road ConstructionThis is what most of us want to do when confronted by a reporter or television news crew. We also know this is not practical. Media coverage of LID proceedings is more than likely due to the direct impacts that LIDs have on property owners. The MTAS publication makes the point that media coverage is an inevitable result of the first amendment freedom of the press. Reporters are not just a necessary evil, but can be a fast and direct link to citizens. A proactive policy of responding to the media will result in a better informed citizenry, an improved perception of local government, a positive city image and a strengthened sense of community.

Media relations policies should establish a primary contact for the city, but avoid limiting media access to employees. Develop a healthy working relationship with the reporters or news crews on the city hall beat. Even if the story being written is negative, provide the reporter with as much information as you would for someone writing a positive story. Take as much time as necessary to explain policy or technical issues. Things that are second nature to you are probably so much Latin to someone who does not deal with them on a daily basis. Remember that reporters have daily deadlines. Prompt responses to requests for information will make their day and probably help to give the story a more positive slant.

Reporters need as much detail as possible, good photos, and simple drawings. Television crews need visual confirmation that you exist and will not hesitate to drag a camera and several technicians into your cubicle if needed. Their needs are very different. Anticipate both sets of needs. Be as concise, clear and factual as possible.

When interviewed by any media, remember that the reporter does not expect you to have every answer at your fingertips. "I don't know the answer to that question, but I'll find out and get right back to you," is a perfectly legitimate response. As much as possible, prepare for the interview in advance. Don't ramble. Repeat your key points several times. Rephrase any questions you are uncomfortable with, and then respond to the rephrased question. Speak slowly and enunciate clearly. Learn enough journalistic jargon to know what it means to be on and off the record.