Civic Interaction: A Hand Guide For Hosting Exceptional Public Meetings

Civic Interaction: A hand guide for hosting exceptional public meetings
May 2011 Prepared for the Ministry of Labour, Citizens Services and Open Government
Introduction
Across western democracies the story is the same: Confidence in political institutions is declining and trust of all kinds in both professional expertise and public authority continues to erode. This is why public engagement, community engagement, citizen engagement engagement by any name is an important concern for political leaders and public servants. Today, public engagement and political legitimacy are flip sides of the same democratic coin, and the question for public servants and leaders isnt whether to engage, but how. This guide presents advice and practical considerations for anyone planning public meetings. It should serve as a useful resource for public servants, communications experts, political staff and public representatives who want to better understand the social dynamics behind face-to-face public engagement. It will help you to plan meetings where citizens and public leaders interact more productively, learn from one another, solve problems, reach agreement and build trust. Created by a small team of engagement experts who specialize in public dialogue and consultation, and supplemented with information from interviews with professionals in the field across Canada, this guide contains information on: The basics of face-to-face consultations Why public meetings are increasingly important Key elements of successful public meetings Practical ideas for planning, publicizing, hosting, and reporting public meetings
Throughout the guide you will find checklists to review the key steps in the meeting process and tips from the experts, including the dos and donts of public meetings. A list of additional resources for further reading appears in the Appendix. Use this guide as a springboard for designing exceptional public meetings by reviewing the options it sets out and identifying what makes the most sense given the resources, purpose, and desired outcome for your meeting.
Contents
IntroductIon 5
Why do We need exceptIonal publIc meetIngs? 9
What defInes a publIc meetIng as exceptIonal?
10
the poWer of publIc meetIngs
12
What do exceptIonal publIc meetIngs requIre? 13
Why host a publIc meetIng?
14
What are you askIng the publIc to do?
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usIng delIberatIve processes
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plannIng your meetIng
21
Planning the program ......................................................................21 Choosing a venue ............................................................................ 23 Setting meeting length .................................................................... 25 Staging your meeting ...................................................................... 25
convenIng partIcIpants
26
Inviting the public ...................................................................................26 Crafting the invitation .............................................................................. 27 Using social media ................................................................................... 27
the actual meetIng
29
Welcoming Participants ...........................................................................29 Making presentations .............................................................................. 30 Plenary and small group discussions ........................................................ 30 Using table facilitators ............................................................................. 31 Keeping an eye on the time .......................................................................32 Capturing notes .......................................................................................32 Reporting Back ........................................................................................33 Analysis of discussions .............................................................................33 Photography and video ............................................................................35 Summing up ............................................................................................36 Follow-up and Reporting ..........................................................................36
conclusIon
37
appendIx
39
Further reading: .......................................................................................39 About the authors: .................................................................................. 40 Contributors: ........................................................................................... 41 Expert interviews: ....................................................................................42 The Dos and Donts of Hosting Public Meetings .................................42
Why do we need exceptional public meetings?

Day by day, people are becoming more informed and better connected thanks to the spread of powerful new communications technologies. Social media like Facebook and Twitter can seem overhyped, but they are changing how whole societies communicate and share ideas. This explosion of information and social interaction upends old ways of doing things. It challenges hierarchies, conventions and closed systems. Information wants to be free, said the prophetic sixties radical Stewart Brand, and in an environment saturated by bandwidth and cheap communications, the publics expectations regarding transparency and access continue to expand. Freedom of Information Acts once brave and democratic advances that heralded a new level of transparency are being replaced by Open Data and Open Information mandates that are based on the expectation that government will share what it knows not because it has to, but because it can and seeks the advantages that openness provides. This culture of openness is changing not only what happens online, but also what the public expects when it comes to providing input into government decisions and face-to-face interaction. By right, citizens expect to have a greater say in the affairs of government, and a seat at the table when difficult or important decisions need to be made. When government undertakes a course of action without public consultation, it shows. Theres no surer way to guarantee protest, objection or sub-optimal decision-making than to close ranks and doors and make summary decisions without involving stakeholders or checking in with public sentiment. In the Openness Era, shared governance or co-governance becomes the norm.
What defines a public meeting as exceptional?

Well-designed and organized public meetings allow participants to understand one another better, or feel that a difficult problem is being both shared and solved. Its no accident that we valorize the Athenian Agora or traditional New England Town Hall: they werent places free of conflict or unrest, but they nevertheless provided their members with a profound sense of importance and public value. Successful public events do just this: they convey the sense that what is being discussed matters, and that the consequences of any public decision will be shared. Exceptional public meetings create real opportunities for direct participation, hands-on learning and cross-cutting dialogue. They help reverse the trend of declining trust in public institutions and repair the toxic relationships that poorly designed public consultation can create. Consider the experience of a traditional town hall. Members of the public are giving their time to learn about an issue and express their views, and may have had to make special travel or childcare arrangements to attend. At the meeting, the program involves several presentations in a row and leaves little time for questions from the public and long lines at the microphone have already started to form. Participants have only seconds to convey their concerns over a decision or policy with an adverse impact, and their heart is pounding with the strain of public speaking. Public representatives and hosts of the meeting must respond quickly to the concerns raised; in the absence of adequate time to discuss the issue, can raise suspicion and doubt in the publics mind over how committed policy-makers are to considering public input. Meetings like this can end badly, with groups of strangers splitting into factions, or with harsh emotions erupting to take over otherwise useful discussion. An additional consequence of poorly designed public consultation is that it can leave public representatives with the false impression that the public is too ill informed, emotional or volatile to make an informed contribution to public policy. Now consider a well-planned and purposeful public meeting that brings participants together to identify common goals and solve problems. Participants and public officials alike spend time learning from one another and discussing the serious choices and tradeoffs associated with a particular decision. The meeting taps into the energy and ability of the public to find solutions that are in the best interests of their community. Participants leave with greater clarity on the issue, a feeling that their contribution was useful, and with an understanding of the next steps in the policy process. Public officials leave with a better sense of the publics concerns and support for the issue, an increased
Civic Interaction: A hand guide for hosting exceptional public meetings 10
sense of trust in and stronger relationships with their community, and a list of participants who are energized and ready to help with an implementation plan. An exceptional public meeting has:
A defined purpose A clear task for participants Diverse and adequate attendance Direct public participation A focus on dialogue rather than question and answer Opportunity for all participants to share their views Community-building outcomes Prompt and responsive reporting A follow-up communications plan
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The power of public meetings

Enlisting citizens to participate in the development of public policy is an important and progressive step towards strengthening public confidence in government and improving policy outcomes. Moreover, good processes that are inclusive and deliberative do more than address a perceived democratic deficit. They pay a democratic dividend, ultimately improving the democratic fitness and readiness of citizens to play an expanded and more resilient role in the public life of their communities. Public meetings are powerful precisely because they afford members of the public an opportunity to engage with decision-makers and make an assessment concerning both their sincerity and their ability. In this way, public meetings are essentially about leadership. But the kind of leadership that great public meetings require isnt the kind of heroic leadership that we normally think of, where leaders make decisions on behalf of their constituencies. Instead, leading exceptional public meetings is about cultivating a sense of clarity about a public issue, a sense of purpose for participants, and the space for others to make a valuable contribution. Public meetings require facilitative leadership, where leaders actively engage the public to maximize and leverage their contribution to solving the issue at hand. For example, facilitative leaders help participants make connections between what they are learning and what they experience in their daily lives. Facilitative leadership also focuses on building capacity among participants to take action in solving public problems.
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What do exceptional public meetings require?

Great or exceptional public meetings need four things, and theyre easy to remember because they each start with the letter P. They are: Purpose, Planning, Participation and Product. Great meetings have a clear purpose. This sounds easy, but in practice being clear on the purpose of a meeting can be difficult. Often its hard to decide on an agenda, or if a decision is at issue, exactly how much information or context to provide. Great meetings also require planning. This can also be difficult because often times organizers have tight timelines and are asked to do the impossible, filling whole auditoriums with only a few days notice, or suggesting topics for conversation without any sense of the true strategic purpose of the meeting. Planning also includes all of the logistic and atmospheric details that can help make a meeting go more smoothly. From catering, to facilitation, to venue, to agenda, extra care and time spent properly planning a public meeting is never wasted. Participation is the third important key to successful public meetings. Few people really enjoy sitting around listening to long-winded speeches. They want to talk and more than talk they want to share their experience and solve problems. Participation is about a lot more than asking people what they think. It involves a careful assessment of exactly what members of the public can contribute, and creating an opportunity to really get the best out of each participant. Finally, product matters. Good public meetings arent simply about talk for the sake of talk, or getting a better sense of the publics mood. They are meetings where things get done. These can be recommendations, priorities, principles, or simply a clearer sense of the pros and cons associated with a difficult decision. Regardless of the result, the product of a public meeting should be as tangible as possible, and communicated in a format, like a report or newsletter, that can be shared.
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Why host a public meeting?

There are many reasons to host a public meeting, each with its own implications for the purpose of the meeting and the task you are asking of those who attend. Being honest and clear about the reason for your meeting will help you set parameters for who will attend, how you invite them, what information they need to know, and what you are asking them to do.
there Is an absence of publIc opInIon on an Issue/you need to Increase publIc aWareness of an Issue
Raising public awareness or hosting a public information meeting will require a structured program to ensure you present the public with all the information they need. The meeting should allow attendees to interact closely with decision makers and experts on the subject, and focus on how the issue will or wont affect their daily lives. The invitation process will require targeted and extensive outreach to ensure the meeting is well attended.
the publIc Is dIvIded on a contentIous Issue
If an issue in your community is causing intense and polarizing public debate, public meetings can help community members understand one another and work towards aligning their priorities. Consider hosting a series of meetings and setting objectives for each one, such as getting clarity on the issue, understanding its effects on the community, and finding common ground. Be sure to spend some time talking about next steps. A neutral, third party facilitation team can help mitigate tensions and keep the discussion focused on community priorities, and inviting interest groups representing all sides of the contentious issue will ensure the meeting remains a legitimate and non-biased discussion in the publics eye.
the publIc demands a say
In some cases, you may encounter public demands for input on an issue or decision that you hadnt thought of as an important public issue. Listen carefully to why community members are asking to talk about the issue, and prepare as much information as you can to ensure the meeting clears up myths and misconceptions of the issue. Outline clear ways you will use the publics input and ensure you have a follow-up process in place to let the attendees know the results. You have a challenging decision to make and want the public to weigh in, understand tradeoffs, and provide guidance. Hosting a public meeting to ask the public to weigh in on a tough decision requires careful planning and a thorough examination of the tradeoffs associated with the issue at hand. Your program will need to ensure adequate time for presentations on all aspects of the proposal as
well as a series of discussions where participants can think through implications and make recommendations of what is in the communitys best interest. It is important to ensure a representative sample of the community attends by sending targeted invitations or directing resources to widespread publicity. Participants will want to know how their input will affect your decision, and the timeline for follow-up and implementation.
a decIsIon has been made and you need to Inform the publIc about It.
Public meetings can generate support for a policy or decision and pave the way for smooth and effective implementation, but only if participants feel they have a real part to play. If you are not able to involve the public in decision making, consider the aspects of the implementation plan that you need their help with. Be honest and up front about the reason why the decision was made, and focus on enlisting their support for the next steps.
you have an Idea and need to determIne the extent of publIc support0
Public meetings can be useful for gauging public support for a new idea, but it is important to be clear about the meetings purpose in order to manage participants expectations. Situate the proposal within the policy-making process and time frame, and explain to participants how their input will help you in the decision-making process. Outline the next steps and when they can expect to hear from you again, and provide options for pro-active participants who will want to follow the idea or proposal more closely. A wide cross-section of the community will provide the best indication of public support a low turnout or a meeting dominated by special interest groups will skew the results.
you need to raIse your profIle and buIld a relatIonshIp/trust WIth the publIc
Informal public meetings provide an opportunity to build your profile and check-in on current public attitudes. They also show members of your community that public officials are open to and genuinely interested in what the public has to say. Combining regularly scheduled public meetings with short presentations on how government and the policymaking process work can enhance transparency and increase public trust in public institutions. Provide options for interested participants to stay connected with you and the issues youre working on.
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What are you asking the public to do?

Exceptional public meetings are clear about their purpose. More than being clear they are candid with participants about whats possible and what kind of a mandate public officials want. When participants understand the purpose of the meeting, their task, and find them both feasible within the meeting time frame, they will work hard to reach the desired outcome. This clarity of purpose also nips in the bud frustration that might be caused by unmet expectations. The purpose of the meeting will determine the publics task. Public meetings can generate enthusiastic supporters of an idea, plan or policy. The earlier you involve the public in problem solving and decision-making, the more ownership they will have in the outcome. Public meetings can also defuse detractors by identifying and responding to their concerns. Being clear about the purpose of the meeting and the task for participants in invitations and promotional material will help set the expectations for attendees. Dont ask for public opinion if it wont be used to make a decision, and tell the public if a decision has been made before theyre consulted. Good practice dictates that the public knows why theyre there before the meeting starts. Are you asking their advice on a decision that you have to make? Is a decision already made, and you need to inform them of it and answer any questions they might have? Are you correcting for misinformation about a contentious issue? Is there a community problem that you need the publics help in resolving? Do you need feedback on an ongoing project? Situating the purpose of the meeting within the context of the decision or policymaking process will help participants understand their role, your role, and the limitations of both. Think carefully about what you would like participants to do at your meeting, and what your desired outcomes are. Even in meetings that do not involve decision-making or problem solving and are focused on raising awareness and clarifying information on a public issue, the key to success is to give the public a task to complete and show them how they are helping you. Tasks for participants can include:
defInIng the problem and mappIng out the Issues
Public meetings can function as a learning opportunity for participants and public officials alike. Begin by giving participants the context of the issue, and ask for their help in defining the problem this is useful because the public might see the problem differently from a
policy-maker. Next, spend time mapping out the issues associated with the problem, including potential short and long-term impacts and how these differ for diverse members of the public. Position the meeting as exploratory, and ensure participants know the desired result is not a resolution of the issue, but greater clarity on the problem and how members of the community feel about it.
understandIng and evaluatIng tradeoffs assocIated WIth a decIsIon
You may want participants to evaluate the tradeoffs and choices associated with a decision. This will provide you with insight into what the public will consider a feasible and desirable course of action. These meetings require a program that presents information in a neutral and fact-based manner to ensure participants do not feel swayed by expert opinion. Plan for several meetings if there is a lot of information to cover and several difficult tradeoffs to consider, and incorporate activities that allow participants to assess the impact of a decision according to multiple criteria (cost, effectiveness, short and long term benefits, etc.) Be sure to have a follow-up plan in place to show participants how you will use their evaluation of the issue.
IdentIfyIng communIty values and prIncIples
When you host a public meeting to build community connections, raise your public profile, or establish common ground on a difficult issue, start by asking participants to identify the values, principles, or hopes for their community. Conversations on what they currently enjoy or feel pride about in their community, and what they hope will hold true for the future, are good ways to begin thinking about community values. These conversations work well in small groups, and if you ask each group to report back their list of values or principles, chances are you will hear the same words several times. This can help diverse participants realize the connections they have with their neighbours, and can result in a solid foundation of community principles to use in subsequent public meetings.
establIshIng prIorItIes
Prioritizing issues or actions is one of the most fruitful tasks for public meetings. In addition to giving public leaders clear signals of what is important to the public, it generates a clear mandate for public officials to make decisions and take action. Participants will feel included in direction setting and can be enthusiastic supporters of what policies come next. It is important to frame priority-setting around the needs and interests of the wider community, and ask participants not just to contribute their personal choices to the discussion, but to consider as well those of their neighbours.
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solvIng problems and makIng recommendatIons
Usually, participants will only be able to solve tough problems and make recommendations after they have completed a number of the above tasks. Meetings that ask participants for concrete and innovative solutions will require fact-based, expert presentations, establishing community values, prioritizing issues, evaluating tradeoffs, and finding common ground. Consider hosting a series of meetings for complex or contentious decisions, or limiting your meeting to one specific problem and a desired outcome of three to five recommendations. Focus on participant learning and creating informed opinion, and be flexible about the format or language of the final recommendations not everyone in the room will craft expert policy suggestions. Reflect participants words and sentiments in the final report and communicate back to them the reasons for or against final acceptance of their recommendations.
helpIng publIc offIcIals understand the publIcs concerns or support for an Issue or decIsIon
In meetings with a simpler task, such as asking for the public to voice their concerns about an issue or decision, it is important to be honest and clear with participants that what you need from them is their point of view not their recommendations. Frame the meeting as exploratory, and explain how their participation will give you a better understanding of the impacts the issue has on the community. This will help you make a more informed decision when the time comes. Use the meeting as a public education tool by including information on how the decision-making process will work, and what timelines you expect to follow as you decide on/resolve the issue. What the experts say:
Clarify the expectations and responsibilities of everyone involved in the public meeting at the outset and work from a collaborative spirit. Shift your role from representative, advocate, or problem solver to convener and listener. Complete transparency in why certain issues or items cant be addressed (out of your purview, too costly) is necessary to manage expectations.
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Using Deliberative Processes

Broadly speaking, conventional approaches to public consultation like town hall meetings, focus groups and opinion polls create unrepresentative proxies for the public interest. They exaggerate differences, encourage NIMBYism, solidify stakeholder views, and are rarely constructive influences in the development of far-reaching and far-sighted policy. A deliberative approach to public consultation amplifies areas of common interest, focuses on learning and creating informed opinion, and asks participants to think about and represent the needs and interests of their wider community. It assumes that citizens have preferences that can change as they learn and debate new information, arriving at thoughtful, concrete, and useful policy recommendations.
Design Principles for Deliberative Processes

1. Demographically diverse participants Using random selection methods to recruit participants will help to ensure a representative sample and a scientifically credible selection process. It is inclusive and fair because it provides everyone with an equal chance of being selected to participate, and serves deliberation well because it is more likely to select nonpartisan participants than open, self-selection methods. 2. Facilitated dialogue Facilitators and moderators play an important role in ensuring inclusiveness and respect during deliberations. They also help participants see their primary task in terms of deliberation and learning rather than representation of personal interests. 3. Accessible, non-partisan information on the issue and policy options Participants need accessible information about the issues and choices involved to articulate informed opinions. This information helps level the playing field for participants and offers them an unbiased overview of the issue from which to begin thinking about tradeoffs and choices. 4. Agenda-setting that accounts for citizen interests and priorities It is important that deliberation pursues a topic that is relevant to policymakers and citizens alike. Participants will be less willing to debate on issues they find boring or unimportant, but enthusiastic when they understand the potential impact the issue has on their lives. 5. Results that reflect the diversity of views and highlight shared priorities Results should reflect all the reasonable views on display in the room, but highlight those views that surfaced as sponsored by a majority of participants. Activities that help participants brainstorm, cluster, theme,
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and prioritize ideas or recommendations can prompt results that reflect common goals.
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Planning your meeting

Nothing creates negative public sentiment faster than a meeting that participants deem poorly planned, last-minute, and just for show. A poorly planned meeting invariably leads to one of two problems: too few members of the public attend, or too many. Poor public meetings do not let you hear from the right people in the right way. For example, when a meeting has too few attendees, it lacks the critical mass that legitimizes the meeting in the publics eye creating the need for more public meetings to ensure adequate numbers of people have been involved. If a last minute meeting is held on a contentious public issue, public officials might be seen as dodging interaction with the public, hoping that no one shows up. This can backfire and fill the room with special interest groups, lobbyists, and community members who see the meeting as their one chance to have their say. Long lines at the microphones, inadequate discussion time, and crowds of people without chairs to sit on set the stage for confrontation. There are three main aspects of a public meeting to plan for: the program, event logistics, and convening participants.
plannIng the program

Once you have determined the reason you want to meet with the public and the purpose of your meeting, you can plan the meetings program. Think about what you want to achieve, who you want in the room, what information they will need in order to accomplish their task and how you will capture this public input. Identify credible sources to present this information politically neutral and factual information will empower participants to form opinions and make decisions. Presentations that lead participants to a particular conclusion can create frustration and suspicion that the meeting is rubberstamping a previously decided issue or policy. Prepare presenters in advance to ensure their presentation is short, engaging, and accessible to a public audience. The bulk of the program should allow for participants to talk about what they are learning and work through their task. Small group discussions are best for allowing participants the time to share their experiences and exchange ideas on how to solve the problem put to them. To get the most out of the discussions, create a set of clear, openended questions that you need the publics help in answering three questions will often be enough for one meeting. Sequential questions allow participants to have several conversations that build towards a result. If it is important that you get as much input as possible on each question, your program could establish simultaneous conversations that
participants can join and leave throughout the meeting according to their interest. Planning for participants who dont understand the purpose of the meeting, or who are not interested in staying on task, is also important. One option is to reserve a portion of the program or a table in the room for discussing issues that participants bring to the meeting. Alternatively, encouraging participants to provide input on such issues through a separate mechanism can keep the public meeting focused on the task at hand. What the experts say:
Think about targets to set or actions to take with your community. When participants see their actions are having an impact they will feel that the meeting was a success- people like doing their part and seeing results.
Programs for meetings that solve clearly defined problems allow participants to:
Bring their own experiences to the table Learn from subject experts Identify a set of common shared values Deliberate with one another Prioritize issues based on their values Generate ideas and recommendations Produce their own report of their findings
Sample Program Elements:

Welcome and context Presenting information Identifying community values Understanding issues/impacts/tradeoffs Brainstorming solutions/opportunities/ideas Grouping ideas into clusters and themes
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Prioritizing themes/solutions Outlining scenarios Drafting recommendations The space
choosIng a venue
Just as great parties rarely happen in dull rooms, exceptional public meetings need original and pleasant venues to add energy and set a positive tone. Too often meeting rooms are poorly lit, windowless spaces with poor acoustics. Instead care should be given to find venues that are well-maintained, memorable, known to the community and are civic, rather than commercial spaces. Often informal spaces work well. Atriums in civic buildings, libraries, theatres and community centres are particularly well suited to public meetings. Public meetings are also good occasions to give members of the public access to spaces that they might not normally experience. Even the experience of being in a public facility afterhours can create a sense of importance and privileged access that can lend esteem to the meeting. Though school gyms are frequently used for public meetings, their acoustics make them ill suited to have meaningful conversation in anything but small groups. If a gym is the only venue thats available, ensure that you have a good sound system and can control the lighting appropriately. Also try to make the space more intimate by organizing seating in a fan shape, rather than long rows, and use roundtables whenever possible to facilitate a more convivial interaction between participants. Its also important to select venues that are easily accessible by public transit and have ample parking, and meet all modern accessibility codes. Additional considerations, such as translation, childcare, and timing of meeting to avoid civic and religious holidays and sporting or community events, will make the meeting accessible to a wide range of potential participants.
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When deciding on a venue, consider: The Space

What does the space feel like? Tone? Mood? Lighting? Dcor? What size is the auditorium? How many seats are there? Is there room for round tables? How many? What are the acoustics like? How high are the ceilings? Does it need to be heated/air conditioned? Are there break-out rooms or alternative spaces? What is the light like for photography/videography? Is there a podium or stage?
Presentations
Do speakers need microphones? Is there a screen for presentations? Can everyone seated in the room see the screen? What AV/tech needs do you have?
Traffic Flow How will people move around the space? How long will it take to walk around the space or between rooms? How many doors are there in & out of the auditorium? Where are the washrooms? Break out rooms? Where is the registration area? Where will people put their coats? Where can people with wheelchairs access the room? What directional signage is needed? Where will food be served?
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settIng meetIng length

The optimum length for most public meetings is between 90 and 120 minutes. One hour will pass too quickly and more than two hours can seem onerous and diminish attendance. Consider carefully the reason you are hosting a meeting, the meetings purpose, and the likely audience. Will everyone have enough time to participate? Do you or your presenters have enough time to give participants crucial information? Can the participants accomplish their task in the time allotted? Or is the meeting part of a series where unfinished activities can be returned to at the next gathering? It is important that participants leave the meeting with a sense of accomplishment and an idea of the next steps in the process hosting a public meeting that is too short or attempts an ambitious agenda will frustrate participants and wont produce useful, thorough input or recommendations.
stagIng your meetIng

The look and feel of public meetings contributes directly to their outcomes. Think about the meeting in terms of the participant experience: can everyone see the presenter and screen? Do speakers need a microphone? Do you have clear and consistent signs? Would activity sheets help participants reach the desired outcome of the meeting? Are you providing refreshments? Planning ahead and allowing room for adjustments to the venue and program will help ensure participants are comfortable and able to contribute their full attention to the task of the meeting.
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Convening participants
InvItIng the publIc

The success of any public meeting is largely dependent on the people who choose to attend. Notably over the course of the past fifty years, as our towns and cities have grown, and participation in traditional civic associations and religious congregations has diminished, it has become harder to promote and encourage residents to attend public meetings. The decline of local media has also has made it difficult for government and public officials to communicate effectively with their communities. Against the growth of the population and the diffusion of points of social interaction, new online platforms like social media still have a ways to go. Determining who should be represented in the audience and how to get them there will determine the method of invitation required. Options include: random invitation, where letters are sent out to the public and attendance is based on a selection of who responds; targeted invitation, where certain stakeholders or members of the public are invited only, which is useful when trying to avoid those who would use the meeting to air personal grievances; open invitation, where anyone can attend; or blended invitation, a combination of any of the previous three methods. To increase open attendance, encourage participants to bring a family member, friend, or neighbour. Effective contact list management is a great instrument for promoting public meetings. Officials need swift, low cost channels to advertise meetings, and ensure good penetration throughout a community. The development and maintenance of these lists should be a constant priority for any representative or official who routinely holds public meetings. Good lists will include individuals and organizations with a declared or evident interest in one or more public issues. It is challenging to solicit input from the majority of residents who do not belong to an organization, or have registered their interest. Here, many officials will fall back on traditional forms of advertising that can include paid advertising in local publications, and placing posters or notices in public places. But consider using randomized AdMail, a service offered by Canada Post for bulk mailing leaflets, or automated phone messages that can be cheaply placed to all households within a geographic region. Another option is to use free online event planning tools like EventBrite to encourage participants to learn more about the meeting and to RSVP.
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The experts say:

Match the method of invitation to the audience you are inviting. Consider cultural barriers and language. In the case of consulting with First Nations and Aboriginal populations, request to attend and observe their internal meetings and build a relationship with their community leaders.
craftIng the InvItatIon

Many of us wouldnt consider going to a party without being invited. But if we received a special invitation in the mail that asked for our personal contribution to an event, we would give it some real thought. This is the thinking that underlies crafting an invitation that appeals to citizens sense of public purpose. Emphasize attendance as a form of community service and as an opportunity to learn more about an issue, rather than simply the chance to have your say. Equally important in public meeting invitations is clearly outlining the goals and benefits for both government and the public. If it is knowledge or learning, promise to provide the public with answers; if the purpose is to advise on a policy, promise to respond to their concerns and questions; and if the basis is for discussion, promise a respectful interaction. The invitations should cover whats being discussed, who will be there, the goal of the meeting, and the time and location. Technology allows invitations to encompass links to surveys asking people what they expect to get out of the meeting and why they plan to attend, links to documents or websites detailing the information about the issue to be discussed, and the opportunity to sign up for services such as reminder texts, Tweets, or Facebook alerts as the date approaches.
usIng socIal medIa

Internet-based platforms such as Facebook, Twitter and blogs can be effective methods of advertising an event and its details, given sufficient resources. They are enormously powerful and inexpensive tools for sharing information, and public meetings can profit when social media are used to encourage participation and debate before, during and after a meeting. However, social media are tools for participation, not strategies in and of themselves. These tools may not work well for conversations with a defined objective, but dont always facilitate the sense of community, commitment, and alignment on public values that accompany exceptional public meetings. Plan to use social media as a complement to your face-to-face meetings.
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Social media can be used for:

Monitoring identifying what is being discussed online around the issue, the tone of the discussion, and who is leading the conversations. Outreach using Facebook and other social media platforms as a channel for outreach and invitations to groups that use those platforms for their own purposes of convening, gathering and discussion. Promotion using social media to promote your event to the public, leveraging their social networks by first inviting key influencers in certain constituencies or communities. Storytelling using video and blogs to tell the story of what those who attended the meeting learned and did together, how their feedback was used, how their ideas or opinions shifted as a result of their interactions. Interaction using social media to maintain a channel of conversation and discussion after the event is done or between meetings of a program.
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The Actual Meeting
WelcomIng partIcIpants
Like any other first impression, the initial minutes of a public meeting are critical to establishing trust and comfort with your participants. In just a few minutes, the welcome speaker should orient participants to the objectives of the meeting, the contribution they will make, and communicate appreciation for their participation. Begin by thanking participants for attending, noting the many pressures competing for their time. Be forthright and transparent about any shortcomings of the meeting (eg: lack of space or time, a broken microphone, etc). Acknowledging any weaknesses will demonstrate openness with and trust in your participants. It will also anticipate any grievances so participants can focus on the task at hand. The convener may also want to defer to a lead facilitator to host the rest of the meeting and level the playing field. Legitimacy comes from the public feeling that their participation is more than cosmetic, and shifting a political officials role from leader to listener will amplify the publics participatory role. It is important to quickly situate the meeting within the larger context. This will frame the issue at hand for participants, and help them understand how the meeting connects to other political processes that are underway. If possible, highlight additional opportunities for participants to meet and provide input. Then, describe the purpose of the meeting. Here its very important to be explicit. Manage expectations by clearly stating the meeting objectives. Explain what is, or more importantly is not up for discussion and the rationale for that decision. Acknowledge that there may be other issues that participants wish to address and propose other avenues where participants can take up these issues. Take time to orient participants to the meetings agenda. Establishing the agenda will signal the meeting has been well planned, and underscore that you know everyone is relying on you to make sure that as a group you reach a good conclusion to the meeting in the allotted time. Knowing they will have opportunities to both listen and speak will diffuse the sense of urgency and intensity participants may feel. It will set them at ease to know what will be expected of them and when. Finally, incorporating humour will help to establish a friendly, welcoming atmosphere and trust in your leadership. Keep in mind many participants may not have attended a public meeting before, and some may be intimidated particularly if the issue is complex or there are many experts present. Be gracious by acknowledging the presence
of members of the community by name whose participation is significant. Level the playing field by acknowledging the expertise participants bring to the conversation, and show your appreciation for the valuable contribution they will make.
makIng presentatIons
Presentations are an important part of most public meetings. They provide the context for a discussion, and are a good way to bring an audience up to speed on a given issue. Still, it can be difficult to judge how much or how little information to share. Many public meetings either overshoot or undershoot this mark, providing far too much information or too little. If you do need to err on the longer side, consider breaking up the presentations into two or more segments, perhaps providing them as an introduction into subsequent conversations. A good rule of thumb for most public meetings is to ensure that no less than one-sixth and no more than one-quarter of the allotted meeting time is spent making presentations. This means that between ten and fifteen minutes per hour of meeting time can safely be used to welcome participants and introduce any background information relevant to the discussion. Applying a one-quarter rule requires discipline, which is why its so important to evaluate exactly what information participants will need to make an informed contribution, and prep your speakers in advance. Introduce any speakers and special guests swiftly and confidently. Do not read out lengthy biographies or lists of accomplishments. The purpose isnt to flatter the speaker or guest, but rather to explain to the audience why their participation is relevant to the meeting. Presentations should be designed to inform as objectively as possible, without patronizing or unduly influencing participants. Do not make assumptions about what participants know. Slides and presentations should be clear, concise and in plain language. If there are a lot of complex, new ideas, consider preparing a two-page handout with key information. Like the presentations, documents should be unbiased and easy to understand.
plenary and small group dIscussIons

Both plenary and small group discussions are important elements of good public meetings. In plenary, individuals address the entire group, and at any given time most of the participants act as an audience. Small group discussions can range in size from only two participants to twelve. Each group size will produce a different social dynamic:
Groups under five will allow each participant to have the most talk time. This can be helpful if participants need to get to know each other or share personal stories: it will be easier for them to confide in a few people rather than a room of strangers. This is not a sufficient number for participants to feel as through they have been heard adequately. Conversations in groups under five people must be combined with larger group discussions or reporting. Groups of six to eight are ideal to maximize group productivity. In smaller groups participants will be challenged to keep the conversation going, while larger groups will limit the opportunity for spontaneous discussion. Groups of six to eight people will allow each individual time to speak while involving enough voices to achieve a constant flow of ideas. Groups of nine to twelve are useful for building consensus and finishing off ideas. This is most beneficial as an intermediate step from smaller groups to plenary. This size allows participants to combine their ideas or negotiate agreement once a baseline has been established. It is possible to have initial group conversations with up to twelve people, though these will have to be more disciplined. This is the maximum number of participants for a small group discussion. Support from a person with facilitation skills can be useful to groups of this size. Individual activities it is often useful to have participants reflect on the discussion question on their own for 60 to 90 seconds, so that they have a moment to consider their answer before jumping into discussion. Consider also using individual exercises to gather ideas or opinions from participants after their group discussion. The most successful public meetings incorporate both plenary and small group discussions. Beginning in plenary will allow all participants to have the same understanding of the objectives and to voice major concerns that most participants will have. Small group discussion will allow each participant a chance to speak and be heard, and encourage participants to understand each other and work as a team to offer solutions. Concluding in plenary with report outs provides each group the opportunity to hear and recognize elements of their own discussion in what the others have produced.
usIng table facIlItators

Good facilitators are skilled at encouraging conversation, keeping groups on task, and balancing different points of view that sometimes can come into conflict. More generally, they are convivial and welcoming and know how to put strangers at ease. For all of these reasons, discussion
table facilitators can do a lot to ensure that public meetings are productive and run smoothly. While professional facilitators can be useful and even essential for dealing with complex, lengthy or emotionally charged and combative meetings, more often you can simply designate volunteers or colleagues to fill this role. Volunteer facilitators, with no special training, can be useful during meetings to maintain focus and momentum especially when they work in concert with a moderator or host providing clear direction from the front of the room. Good judgment, a sense of fairness and an open and inquisitive mind are the most important qualities when playing the role of a facilitator. Table facilitators should ensure each participant gets a chance to speak, highlight key points of agreement or common themes that emerge from the discussion, explore areas of disagreement and ask questions to solicit further discussion. Facilitators can also be called upon to periodically summarize the discussion in plenary sessions, or designate a member of their table to represent the group in plenary. For a public meeting with an ambitious agenda, or that is addressing a contentious issue, neutral, third party professional facilitators should be used. They are perceived by the public as unbiased, can articulate the objectives and purpose of the meeting without pushing a political agenda, and lend transparency to the process by keeping the meeting on track and recording the results.
keepIng an eye on the tIme

Successful meetings end on time adhering to a set schedule will show participants that you respect their time. At the beginning of the meeting, establish clear guidelines for the length of each discussion, and remind participants from the front to the room a few minutes before they need to wrap up their current conversation. Staying on time reinforces the momentum of the meeting and provides a sense of achievement at each phase. People are accustomed to hearing politicians and experts discuss issues publicly. It is important to limit expert presentations; the majority of time should be reserved for participants to present their perspectives and discuss the issue at hand.
capturIng notes
Notes promote an iterative process, whereby the events organizers can reflect on discussions that happened and provide feedback according to common issues. Facilitators should keep notes on the issues, disagreements and other points of interest that were raised at their table. Be sure to capture the process of coming to consensus or alignment on the issue
this will be valuable for the meetings organizers, who will need to provide a report/feedback not just on the results of the meeting, but the process used to obtain those results as well. Providing participants with writing materials to record thoughts, concerns, perspectives, and values can produce valuable notes and insights for the meetings host. These can be collected by facilitators throughout the day to record common themes, which the lead facilitator or convener may present during plenary to see if it resonates with the whole group and warrants further discussion. Furthermore, these materials are essential to supplement observation and note-taking for reporting and follow-up with participants. Be sure to let participants know that you will collect these pages. The experts say:
During the meeting, keep asking: what did we learn? What are the key issues here? Building on what you are hearing as you go makes for richer results. Dont hide from criticism or dissent the public understands that not everyone agrees 100% of the time.
reportIng back
If you ask participants to share their small groups ideas in plenary, provide clear instructions to avoid losing the groups energy during the report backs. At the start of the table discussions, ask each group to choose a reporter and clearly describe their task (share two of the most important ideas discussed at your table, or, give us one new idea). The lead facilitator should begin that session with a reminder to participants about the time constraints and goals of the report back (such as only sharing ideas that have not come up at other tables). Consider also using alternate forms of sharing discussion group ideas like an idea gallery on the wall or written summaries.
analysIs of dIscussIons
Analysis can happen one or more times during a meeting to use the results of one conversation to seed the next conversation. For example, a report back on participants ideas about the biggest challenges facing an issue can kick start a conversation about addressing those barriers. To do this, collect ideas during or at the end of the discussion and build on-the-spot analysis into the agenda. Encourage participants to report back on their conversations by only noting ideas that another group have not already reported.
Tips from Involve (www.involve.org.uk)

Effective Questioning Can
Sort facts from feelings Break down issues into manageable components Identify personal interests/preferences/ concerns
Tips
Encourage people to elaborate (Ask why? How? What do you mean?) Ask open questions to encourage creativity and problem-solving Use questions to seek clarification on what is being said Give people time; do not rush to fill the silence. The silence is thinking time! Consider how you come across. Remember that people are as aware of your body language and tone of voice as of the actual words you use
Suggested Listening Interventions

Encouraging/acknowledging: Tell us more... That sounds like it is important to you... Checking/clarification: Am I right in thinking that...? Im not sure I understand, did you say...? Affirmation/empathy: I understand why you are concerned about this... Thanks for that information...
Activities for on-the-spot analysis:

Dotmocracy: Participants indicate their feelings on a sheet that contains a recommendation or idea by shading in a circle on a scale of agree to disagree. Alternatively, the place a sticker or draw a dot/mark by the ideas that they support. This becomes a clear visual indication of where public support or dissent lies. Clustering: Similar to the theming process described above, but replaces the staff theme-team with plenary report backs, table by table, so that participants discover for themselves the similarities and themes in the room. In small
groups, participants write their ideas/concerns/values on small cards. One by one, a representative from each table presents each card to the room, taping them to a wall or board, keeping significant space between each card. Subsequent table representatives place cards containing similar ideas on top of or clustered around those already taped to the wall, and start new clusters or columns for new ideas. Facilitators or the meeting host can prompt discussion for clarification and suggestions of the emerging themes. This becomes a clear visual indication of participants common goals/priorities/values. Aggregation of values: Participants pair up to identify common values surrounding an issue. After a few minutes of discussion, they join another pair to highlight similar values and continue brainstorming. This process can be repeated until the common values of the whole group are determined. Report backs: Divide participants into smaller groups and ask one person to report back to the main group. Encourage reporters not to repeat ideas from other groups, only report whats new and interesting to help illuminate the issue. This forces reporters to make choices on what they say and prevents anyone from taking up too much time. Choose engaging and concise people as reporters and show them examples of a successful report back before group deliberations. Individual Surveys: Unlike the methods outlined above, surveys can be used before, during, and after the meeting to identify shared goals and common points of dissent among the participants.
Consider also using staff members or facilitators for receiving notes from each table discussion, distilling them into common themes and presenting back to the group at the end of the meeting. Keep track of: ( 1 ) the ideas that seem to repeat; ( 2 ) general topics being addressed; and ( 3 ) poignant quotes from participants that illustrate the ideas being discussed. Continue to refine themes and strengthen them with quotes. Check back with participants to ensure you are adequately capturing their thoughts. These summarizing efforts make it possible for all participants to gain an understanding of the group as a whole, while there is still time at the meeting to address any gaps or inconsistencies.
photography and vIdeo

Media documentation is valuable to participants as well as organizers. Photos can be integrated into any reports that are released and video interviews with participants are useful to provide reflections and documentation of the meeting itself. However, it is important all participants fill
out a release form in order to ensure their privacy and safety, especially for discussions of sensitive subjects.
summIng up
At the meetings end, the host should provide a brief synopsis of the session, recounting some highlights and any achievements that were made. It is important to emphasize the importance of public participation and mention any ongoing efforts or future initiatives that the public can participate in. If possible, the host should review what was learned that day, and what key issues were taken away. Also make clear how and when participants can expect to hear back about the impact of their contributions.
folloW-up and reportIng

Reports that clearly communicate the purpose, process, and results of the public meeting, absent of bureaucratic language, are essential for any public meeting. Making a report public lends transparency to the process and, when combined with a feedback mechanism to allow for comments or input on the report, creates an opportunity for further participation. Keep the language of the report simple and use the report to reflect the participants own words, opinions, and decisions.
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Conclusion
Public meetings dont just happen. To be successful, they require careful planning. In this way, exceptional public meetings are designed. From the purpose, to the composition and recruitment of the participants, to the format of presentations, the atmosphere of the room and the duration of the meeting: each of these are design choices that will influence, both dramatically and subtly, the success of your meeting. Good design choices make public meetings forums for dynamic and productive conversations. While having the opportunity to express a point of view is important, public meetings are about something even more critical: trust. When you see your representative or a public official up-close, do you trust them? Are they honest? Are they open and genuinely interested in understanding different perspectives or different approaches to solving a problem? Well-designed, meaningful public consultation can help repair some of the antagonism that currently exists between public representatives and citizens. Public meetings also serve as your chance to learn more about how society works and especially about how the systems of government are interpreted from the citizens perspective. In this way, public leadership, public learning and public engagement should be synonymous. This hand guide was designed as a springboard for designing exceptional public meetings and to give you a sense of resources, purpose and desired outcomes. It also shows how leadership, learning and engagement each come together to reinforce one another. They are important watchwords for todays public leaders.
Appendix
further readIng:
What the public say: Public engagement in national decision-making; Involve, London, July 2010 (http://bit.ly/fcz6pR) Deliberative Public Engagement: Nine principles; Involve, London, 2008 (http://bit.ly/fcz6pR) Participation Nation: Reconnecting Citizens to the Public Realm; Involve, London 2007 (http://bit.ly/fcz6pR) People and participation: Understanding different models of community engagement; Involve, London, 2005 (http://bit.ly/euy5HX) The Public Participation Handbook: Making Better Decisions Through Citizen Involvement; James L. Creighton, Jossey-Bass, March 2005 The Deliberative Democracy Handbook: Strategies for Effective Civic Engagement in the Twenty-First Century; John Gastil and Peter Levine; Jossey-Bass; June 29, 2005 Best of the Best Resources, The National Coalition for Dialogue & Deliberation (http://ncdd.org/rc/best-of-the-best-resources) ParticipateDB, a collaborative catalogue for online tools for participation (http://participatedb.com/)
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about the authors:

Joslyn Trowbridge
Joslyn Trowbridge is the Director of Research and Learning at MASS LBP. She received her Master of Public Policy (MPP) from the Hertie School of Governance in Berlin, Germany, where she focused on Democratic Theory and Design, Public Management and Policy Analysis. She garnered significant experience in citizen engagement with AmericaSpeaks in Washington, D.C. and collaborated on several projects on global governance and public space with CivWorld at Demos in New York. Prior to receiving her MPP, she founded and directed a Montreal-based youth program, managed violence-prevention programs for young women at the Girls Action Foundation and assisted her Member of Parliament in his constituency office. She has consulted on engagement strategies for Canadian Policy Research Networks, UN Habitat, and the McGill Institute for Gender, Sexuality and Feminist Studies. She directs MASS LBPs research services, including literature reviews, planning and design for data collection, and project analysis and reporting. She also manages MASS LBPs regional and municipal government citizen engagement projects.
Peter MacLeod
Peter MacLeod is the co-founder and principal of MASS LBP, an innovative firm based in Toronto that works with visionary governments and corporations to deepen and improve public consultation and engagement. Since 2007, MASS has led some of the Canadas most original and ambitious efforts to engage citizens in tackling tough policy options while pioneering the use of Civic Lotteries and Citizen Reference Panels on behalf of a wide array of clients. Over the past ten years Peter has worked with leading organizations in North America and Europe, including Fast Company magazine, Vancouvers Wosk Centre for Dialogue, Britains Demos think tank and the Kaospilots, a Danish school for business design and social innovation. A fellow at the Centre for the Study of Democracy at Queens University, he writes and speaks frequently about the citizens experience of the state, the importance of public imagination and the future of responsible government. A graduate of the University of Toronto and Queens University, he subsequently left his doctoral program at the London School of Economics to found MASS, after travelling across Canada and visiting nearly 100 federal constituency offices. He is the 2008 recipient of the Public Policy Forums prestigious Emerging Leaders Award.
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contrIbutors:
Susanna Haas Lyons
Susanna Haas Lyons is a public engagement specialist who provides strategy and training for better conversations between the public and decision makers. Bridging online and face-to-face methods, Susanna has worked on some of North Americas largest and most complex citizen engagement projects. She is a senior network associate with AmericaSpeaks, a global leader in large-scale public participation on the policy issues that matter most to the public. Previously, Susanna was project coordinator with the internationally recognized British Columbia Citizens Assembly on Electoral Reform. Susanna is currently researching collaborative policy development, with a focus in digital engagement practices, at the University of British Columbias Institute for Resources, the Environment and Sustainability. She is an advisor to the Alberta Climate Dialogue project and board member of the Canadian Community for Dialogue and Deliberation (C2D2).
Mark Kuznicki
Mark Kuznicki works at the intersection of technology, open government and social innovation. Marks work combines social media, face-toface gatherings and open source approaches to engage citizens, connect communities and foster creative and innovative ideas for the future. Mark helped organize Toronto TransitCamp, a solutions playground that looked at the future of Torontos transit system, and wrote about the model for Harvard Business Review. Mark brought a similar model to TVOs The Agenda with Steve Paikin to engage citizens around issues relating to Ontarios changing economy. Mark also launched ChangeCamp, an event and a community that is spreading and sharing the ideas, tools and methods of open government, social change, and citizen participation across Canada and around the world. Marks prior work includes consulting to government in the development of an Entertainment & Creative Cluster Strategy for the Province of Ontario. Prior to this, Mark worked for seven years in client management and technology strategy in the investment industry in Toronto. His education includes an undergraduate degree in Business Administration from Wilfrid Laurier University as well graduate work in Political Science and International Political Economy at the University of Toronto.
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expert IntervIeWs:
Dr. Amy Lang, Senior Corporate Management & Policy Consultant, City of Toronto Dr. Charles Jago, C.M., O.C. - Canada West Foundation & Board Chair, Northern Health, Prince George Lyndsay Poaps, Research Assistant & Urban Fellow, City of Toronto & Co-Founder of Check Your Head Mairi Welman, Director of Communications, City of Vancouver Jim Nelson, Power Smart Marketing Manager, BC Hydro Mayor Ken Melamed, Mayor of Whistler, BC
the dos and donts of hostIng publIc meetIngs

DO:
Plan the meeting with the end in mind. Have a goal these meetings should achieve. Create a test group to assess questions before the meeting. Spend at least 50 per cent of preparation getting the right people in the room. Have a balanced perspective about the issues or bring in people who can. Take the reasonable persons test: would a reasonable person looking at this process believe it was impartial, meaningful, feasible, and credible? Make it easy for people to get to and from the meeting. Take issues of mobility into account. If conducting a large meeting with hundreds of people, ensure theres adequate security to remove disruptive/violent people. Respect peoples time: start and finish the meeting on time.
Communicate the purpose and expectations of the meeting with a clear agenda. Set the right balance between experts, authority figures, and participants. Plan for photos and video with the appropriate release forms. Consider the capacity of the project leaders, ministers, and participants in addressing the issue before the meeting. Provide nametags for everyone, including politicians and experts. Provide refreshments, keeping in mind dietary needs. If using tables, have a randomized seating method. Write a script beforehand and follow it to keep the meeting on time. But remain flexible. Break the ice: connect people to why theyre there and who theyre with. Set aside plenty of time for participants to talk. Remember people learn in different ways; incorporate several kinds of engagement for different kinds of people. Pay attention to rules of engagement, deliberation, and power relations to reduce uneven power during a meeting. Separate the roles of the convener, who has the authority to welcome people and open the space; the facilitator, who manages the engagement process; and the recorder, who captures whats said in a way thats useful to the customer. Put importance on outputs and their legitimacy. Identify and clarify disagreements. Be clear on what happens with public input. Plan for a feedback mechanism to monitor whats happening at each of the tables. If using report back, select one person to report back and outline
what they need to report back. Summarize what was discussed, how the meeting went, and what the next steps are.
Thank people; shake every hand as they go out the door.
DONT:
Spend the whole time talking about yourself. Make assumptions about what people know. Hold a meeting at the last minute But, if you have to, ensure that: The intentions for gathering the public and the questions to answer are clear; The people who must be there are identified, sent personal invitations, and asked to recruit five to 10 members of the public to attend; The person responsible for taking action on the issue is at the meeting; All meeting forms are considered to ensure the correct method is used; Expectations are adjusted. The results from a week long engagement cant be the same as those from a year long engagement; Theres a prominently displayed sign up sheet for the public to leave contact information to notify them of the next steps Break the laws of social physics: An agreement on an issue cant be reached in an hour; Priorities cant be made before you know the shared values between government and the public; Confuse public with stakeholders and vice versa. Take more than three lines to introduce someone. Just say: Who they are;
Something interesting theyve done; Their relation to the issue Expect everyone who attends will have done the pre-reading Be a slave to the script; be sensitive to the needs of the moment Do it alone: there is a lot of nuance in setting up and running a public meeting and it should be done with people who have experience
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Civic Interaction: A Hand Guide For Hosting Exceptional Public Meetings

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