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Planners’ Communications Guide

June 2006

Strategies, Examples, and Tools for Everyday Practice

APA Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .i

Credits, Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ii

Quick Help . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .iiiAnswers to common questions

1.0 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1.1Overview of the Guide

2.0 Message Basics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2.1Three messages for planning

3.0 Politics and Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3.1Communicating with elected officials

4.0 Everyday Encounters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4.1Crafting goals, strategies, plans, campaigns

5.0 Contentious Situations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5.1Managing issues and controversy

6.0 Allies and Partnerships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6.1Cultivating support for planning

7.0 Public Participation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7.1Increasing the participation of target audiences

8.0 Media Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8.1Using journalists to convey messages

9.0 E-Communications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9.1Using the Worldwide Web effectively

10.0 Appendices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10.1Sample press kit, speeches, other tools

Table of Contents

Planners’ Communications Guide: Strategies, Examples, and Tools for Everyday Practice i

American Planning Association Board of DirectorsDavid M. Siegel, AICP PresidentRobert Hunter, FAICP President-ElectSue Schwartz, FAICP AICP PresidentDavid Woods, AICP Region ICarol A. Rhea, AICP Region IIMichael D. McAnelly, FAICP Region IIIBruce Alan Knight, FAICP Region IVKelli Sertich, AICP Region VJeffrey Lambert, AICP Region VIMitzi C. Barker, FAICP Director-at-largeSherell Jean Cockrell Director-at-largeMitchell Silver, AICP Director-at-largeDebra March Director-at-large (focused)

American Institute of Certified Planners CommissionSue Schwartz, FAICP AICP PresidentGraham Billingsley, AICP AICP President-ElectAnna Breinich, AICP Region ITerrance L. Harrington, AICP Region IIMichael Alan Southard, AICP Region IIIMichael A. Wozniak, AICP Region IVMichael Davolio, AICP Region VCollette Morse, AICP Region VI

American Planning Association StaffW. Paul Farmer, FAICP Executive Director and Chief Executive OfficerCharlotte McCaskill Chief Operating OfficerJeffrey L. Soule, FAICP Director of Policy and Public AffairsPeter Hawley Assistant Policy Director for Public OutreachCourtney McGrath Government Affairs CoordinatorDennis A. Johnson Public Affairs CoordinatorRoberta Rewers Public Affairs AssociateYufeng Guo China Program Coordinator

APA Leadership

1776 Massachusetts Avenue N.W., Suite 400Washington, DC 20036-1914Tel. 202.872.0611www.planning.org

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122 S. Michigan AvenueSuite 1600Chicago, IL 60603-6107Tel. 312.431.9100

Planners’ Communications Guide: Strategies, Examples, and Tools for Everyday Practice ii

Credits, AcknowledgementsCo-editors

Denny Johnson, American Planning AssociationBarbara Hummel, Axiom Communications Group

Authors and contributorsDerek Azar, Marc Breslav, Karen Finucan-Clarkson, Kelly Cornell,Barbara Hummel, Denny Johnson, Roberta Rewers, Mittie Rooney, Stephanie Vance

Copy editorsJames Andrews, Roberta Rewers, Julie Von Bergen

ReviewersRobert L. Barber, Sr., AICP; Joseph Bell, AICP; Paul Farmer, FAICP;Dennis Gordon, FAICP; Con Howe; Nathan Randall; Ethel Sheffer, AICP;Roberta Rewers; Ethan Solomon

Graphic designJennifer Cassell, Cassell Communications & Design, Bethesda, Maryland

Special thanksCompletion of this report would not have been possible without the examples, insights, inspir-tion, and support of many others. Of particular help were Dee T. Allsop, Ph.D., GeorgeArnstein, Sherry Arnstein (deceased), Baird and Driskell Community Planning, RichardBernhardt, FAICP, U.S. Representative Earl Blumenauer (Oregon), Marc Breslav, Dick Brooks,Gene Bunnell, AICP, Steve Butler, AICP, Wheaton, Illinois, Mayor James Carr, Cynthia Cheski,Elaine Cogan, Former St. Paul, Minnesota, Mayor Norm Coleman, Judith A. Corbett, William C. Cunningham, Linda Davis, FAICP, Rick Davis, APR, Eryn Deeming, Bill Enright, AICP, Paul Farmer, FAICP, Kevin Fayles, Sande George, Dick Hails, AICP, Louisa Hart, Peter Hawley, Jim Hecimovich, Ben Hitchings, AICP, Ralph Jassen, former Rochester, New York, Mayor William A. Johnson, Jr., Jason Jordan, Michael Kattermann, AICP, Leslie E. Kettren, AICP, Bruce Knight, FAICP, Chattanooga, Tennessee, Mayor Ron Littlefield, AICP, Local Government Commission, Adolfo Loeri, Peter Lowitt, AICP, Robert Manley (deceased), Bob O’Neill, Mary Kay Peck, AICP, Angela Pinkey, Frank J. Popper, Steve Preston, FAICP, Keith Richardson, Charleston, South Carolina, Mayor Joseph Riley, Sue Schwartz, FAICP, James A. Segedy, FAICP, Patricia Sheffels, Nora L. Shepard, AICP, Gary Shimin, David Siegel, AICP, King County, Washington, Executive Ron Sims, Heather Smith, Jeffrey Soule, FAICP, Debra Stein, Boulder County, Colorado, Commissioner Ron Stewart, Charles C. Thomas, AICP, Lucy Thompson, Steve Tocknell, AICP, Lisa Verner, AICP, John Wall, and Thomas Wright.

NoticeCopyright June 2006 by the American Planning Association. All rights reserved. Producedunder the guidance of the Policy Department of the American Planning Association, 1776Massachusetts Avenue N.W., Suite 400, Washington, D.C. 20036-1914. Copies of this guideare available to members of the American Planning Association through the members-only sectionof the APA website located at www.planning.org. No portion of this work may be reproduced,except photocopying of forms and worksheets as noted below, without the written permissionof the American Planning Association.

Permission to photocopyThe American Planning Association grants members of APA permission to photocopy all formsand worksheets contained herein for professional use.

Cover photographsRoyalty-free stock photographs from Getty Images.

Planners’ Communications Guide: Strategies, Examples, and Tools for Everyday Practice iii

10.1 Messages, talkingpoints, and speeches

10.2 Resources for elected official communications

10.3 Communications planning and plans

Quick Help

Use Quick Help to find answers and tools to frequently asked questions, whichhave been arranged by topic—Planning Benefits and Value, Spokespeople,Controversy, Networking, Public Involvement, and Media.

Planning Benefits and Value

If you face the challenge of explaining the benefits of capital improvement planningto skeptical elected officials, or talking to business leaders about how planning andimplementation increase property values, Sections 2, 3, and 4 will be particularlyuseful. Sections 5, 7, and 9 also contain information about these topics.

What parts of the Guide can help me create messages and talking points about the economic value and benefits of good planning and implementation?

Section 2 Message Basics2.3 Tailoring messages to motivate audiences

Section 4 Everyday Encounters4.3 Dollar value of planning

Section 5 Contentious Situations5.5 Frame your issue

What can I do to improve communications with other departments in myorganization or government?

Section 2 Message Basics2.2 Connecting with target audiences

Section 3 Politics and Planning3.5 Developing a winning message

Section 4 Everyday Encounters4.1 Day-to-day communications plan4.2 Inter-department communications

KEY TOOLS

Where do I find communication strategies and suggestions for gainingmore support for planning from selected audiences?


Section 4 Everyday Encounters4.1 Day-to-day communications plan4.4 Dispelling myths, misinformation

Section 6 Allies and Partnerships6.2 Engaging all stakeholders

Section 7 Public Participation7.4 Reaching out

Section 9 E-communications9.2 Being "media savvy" on the web (See 9.2.3, 9.2.6)9.3 Accuracy, appropriateness, and innovation

(See 9.3.2, 9.3.3, 9.4.1)

Where can I find strategies and ideas to help me build political support for larger planning budgets?

Section 3 Politics and Planning3.2 Local political context3.3 Local officials' perspectives, views, and platforms3.4 Finding common ground, building relationships and trust

Section 4 Everyday Encounters4.3 Dollar value of planning

Section 6 Allies and Partnerships6.4 Strategic alliances6.5 Public-private partnerships

Planners’ Communications Guide: Strategies, Examples, and Tools for Everyday Practice iv

Spokespeople

Information about spokespeople is found primarily in Section 2.4 (Identifying,cultivating, and preparing spokespeople), Section 3.5 (Developing and deliveringa winning message), and Section 8.2 (How it works: "breaking through").Information in Sections 4 and 6 also may be useful.

It is important to cultivate a number of spokespeople so you can tap a spokespersonwhose strengths, knowledge, and contacts match the opportunity.

I work in a community where the mayor and other elected officials speakfor the planning department and its staff. How do I make sure they aresaying the right things about planning?

Section 2 Message Basics2.1 APA messages2.4 Identifying, cultivating, and preparing

spokespeople (See 2.4.1)

Section 3 Politics and Planning3.3 Local officials’ policy perspectives, views,

and platforms (See 3.3.6)3.4 Finding common ground, building relationships

and trust (See 3.4.5)3.5 Developing and delivering a winning message

How can I encourage organizations supportive of planning to speak out forgood planning in our community?

Section 6 Allies and Partnerships6.4 Strategic alliances6.5 Public-private partnerships

The mayor or city manager is the principal spokesperson for planningwhere I work. How do I get that person to better understand the impor-tance of planning and to talk about it more?

Section 2 Message Basics2.1 APA messages2.4 Identifying, cultivating, and preparing

spokespeople (See 2.4.1)

Section 3 Politics and Planning3.2 Local political context3.3 Local officials’ policy perspectives, views, and platforms3.4 Finding common ground, building trust (See 3.4.5)3.5 Developing and delivering a winning message (See 3.5.2)3.6 Using persistence and repetition

Planners’ Communications Guide: Strategies, Examples, and Tools for Everyday Practice v

10.1 Messages, talking points, and speeches


10.5 Media interviewpreparation materials

KEY TOOLS

How do I get the mayor or city manager’s press office to work planning messages into more of our city’s news releases and story pitches to the media?

Section 4 Everyday Encounters4.2 Inter-department communications4.3 Dollar value of planning4.4 Dispelling myths, misinformation

Section 8 Media Relations8.2 How it works: “breaking through”

Planners’ Communications Guide: Strategies, Examples, and Tools for Everyday Practice vi

Controversy

Roughly half of the chapters in the Guide address different aspects of communica-tions involving difficult situations. In addition to Section 5, you’ll find useful infor-mation in Sections 2, 3, 4, and 7.

How can I help stakeholders find common ground ina controversial situation?

Section 3 Politics and Planning3.3 Local officials’ policy and perspectives, and platforms

(See 3.3.2 and 3.3.7)3.4 Finding common ground, building relationships

and trust (See 3.4.1)

Section 5 Contentious Situations5.5 Frame your issues5.6 Focus on values (See 5.6.1)

Section 7 Public Participation7.5 Participation and controversy

How can I diffuse tension and encourage understanding among parties incontentious situations?

Section 4 Everyday Encounters4.4 Dispelling myths, misinformation

Section 5 Contentious Situations5.4 Facilitate dialogue

Section 7 Public Participation7.4 Reaching out

What’s the best way to handle backlash reactions?

Section 2 Message Basics2.2 Connecting with target audiences (See 2.2.3 and 2.2.6)

Section 5 Contentious Situations5.1 Plan in advance (See 5.1.1)5.8 Use honesty and sensitivity to build trust

Section 7 Public Participation7.3 Target your audiences (See 7.3.2)

Planners’ Communications Guide: Strategies, Examples, and Tools for Everyday Practice vii



KEY TOOLS

Networking

Whether you are beginning to create a network of supporters for planning orexpanding an existing network, first identify your audiences and then develop mes-sages that appeal to your targeted groups' needs and interests. These steps are dis-cussed in Section 2. Depending on your situation and the audiences you want toreach, also consult Sections 3, 4, and 6.

How do I get my community’s influential leaders and decision makersinvolved with and committed to planning?

Section 2 Message Basics2.2 Connecting with target audiences (See 2.2.1)2.3 Tailoring messages to motivate audiences

Section 3 Politics and Planning3.1 Where to begin (See 3.1.1)3.4 Finding common ground, building relationships

and trust (See 3.4.5)3.5 Developing and delivering a winning message

(See 3.5.2 and 3.5.6)3.6 Using persistence and repetition

Section 4 Everyday Encounters4.2 Inter-department communications (See 4.2.1)

Section 10 Appendices10.2 Resources for elected official communications

How do I foster networks and cultivate partnerships that lead to greatersupport for planning in the community I serve?

Section 6 Allies and Partnerships6.1 Receptive audiences6.4 Strategic alliances6.5 Public-private partnerships

I’ve been asked to speak about planning before a local audience.Public speaking gives me the jitters.What should I do and how can the Guide help?

Section 2 Message Basics2.4 Identifying, cultivating, and preparing spokespeople

Section 10 Appendices10.1 Messages, talking points, and speeches10.2 Resources for elected official communications

Planners’ Communications Guide: Strategies, Examples, and Tools for Everyday Practice viii




KEY TOOLS

Public Involvement

There are many paths to and techniques for engaging citizens and stakeholders inplanning. Sherry Arnstein's ladder of public participation (See 7.1, Planning andparticipation) can help you plan communications whether you work in a communi-ty where meaningful public participation is encouraged or is given only lip service.

Other tactics include tailoring messages to appeal to audience needs and self-inter-ests (See 2.3, Tailoring messages to motivate audiences) and taking time to listen toand develop rapport with target audiences (See 5.3, Engage your audiences on emo-tional as well as factual levels, and 7.2, Feedback essential).

How can the Guide help me reframe planning discussions so residents willfocus more on what planning can do to help solve community-wide issues?

Section 2 Message Basics2.3 Tailoring messages to motivate audiences (See 2.3.4)

Section 3 Politics and Planning3.4 Finding common ground, building relationships and trust

Section 4 Everyday Encounters4.1 Day-to-day communications plan (See 4.1.1)4.4 Dispelling myths, misinformation

Section 5 Contentious Situations5.1 Plan in advance5.8 Use honesty and sensitivity to build trust

Section 7 Public Participation7.1 Planning and participation7.3 Target your audiences (See 7.3.2)7.4 Reaching out

How do I get more stakeholders involved in the planning process, whetherit's attending a public meeting or workshop, responding to survey, or par-ticipating in something else we sponsor?


Section 6 Allies and Partnerships6.2 Engaging all stakeholders6.3 Keeping parties engaged

Section 7 Public Participation7.1 Planning and participation7.3 Targeting your audiences (See 7.3.1)7.4 Reaching out (See 7.4.4)

Planners’ Communications Guide: Strategies, Examples, and Tools for Everyday Practice ix



KEY TOOLS

How do I discuss issues or present information so people will hear andunderstand what I say, not misinterpret it?

Section 2 Message Basics2.1 APA messages (See 2.1.1)

Section 3 Politics and Planning3.5 Developing and delivering a winning message (See 3.5.1)

Section 4 Everyday Encounters4.4 Dispelling myths, misinformation

Section 5 Contentious Situations5.1 Plan in advance (See 5.1.1)

Planners’ Communications Guide: Strategies, Examples, and Tools for Everyday Practice x

Media

Reaching out to the media is similar to communicating with any other audiencegroup. Reporters, editors, and broadcasters have specific information needs that,when met, can result in media coverage about planning. See 8.3 (Preliminary steps)and 8.4 (Basic tools) for getting a media outreach effort started.

I have a media interview in 30 minutes and I’m not prepared.What do you suggest?

Section 2 Message Basics2.1 APA messages (See 2.1.1)

Section 4 Everyday Encounters4.1 Day-to-day communications plan (See 4.1.1)

Section 8 Media Relations8.6 Interview basics

I need talking points and facts for a media interview. Do you have sound bites I can use?

Section 2 Message Basics2.1 APA messages (See 2.1.1)2.3 Tailoring messages to motivate audiences (See 2.3.1)

I want to talk to the media, but they aren’t interested in what I have to say.How can I get the local newspaper to publish more stories about planning?

Section 8 Media Relations8.2 How it works: “breaking through”8.3 Preliminary steps (See 8.3.1)8.4 Basic tools

Planners’ Communications Guide: Strategies, Examples, and Tools for Everyday Practice

10.4 Sample media kitmaterials and op-eds

10.5 Media interviewpreparation materials

KEY TOOLS

Planners’ Communications Guide: Strategies, Examples and Tools for Everyday Practice xi

“If you are planning for a year, sow rice; if you are planning for adecade, plant trees; if you are planning for a lifetime, educate people.”

— Chinese Proverb

1.1 Our charge

Every day planners wrestle with difficult questions about how and where Americancommunities will change during the next quarter century. The very nature of plan-ning in a democratic and pluralistic society requires that planners tackle tough issues.It also demands that planners have the ability to advocate for the planning perspec-tive so that they can more effectively shape the futures of the communities where theywork. Planners’ Communications Guide can help.

Making and implementing great plans requires the cooperation and meaningful par-ticipation of political, business, institutional, and neighborhood groups, as well asindividual citizens. Dennis Gordon, FAICP, remembers a county judge once saying,“You’ve got to be about the business of building a constituency for good planning.The opponents, because of the nature of their arguments, will always have a group ofsupporters. You can’t assume that right makes might in this arena.”1

We have seen a deluge of state-level proposals to restrict the use of eminent domainfor economic development purposes since the June 2005 U.S. Supreme Court deci-sion in Kelo v. New London. All underscore the need to educate elected officials, com-munity leaders, and engaged citizens about the role good planning and implementa-tion play in helping create communities of lasting value. And passage of Oregon’sMeasure 37 in November 2004 shows that even in a strong, planningoriented state,communications strategies, media relations, and public outreach are essential tomaintaining public support for good planning.

1.2 Increasing visibility, awareness

The first step in communicating planners’ positive influence on communities isincreasing the profession’s visibility. The Millennium Planning Survey conducted byAPA found that 35 percent of likely voters in the November 2000 presidential elec-tion did not know whether or not their local government had a planning depart-ment.2 APA President David Siegel, AICP, says there are five questions about the

IntroductionSection 1

Planners’ Communications Guide: Strategies, Examples, and Tools for Everyday Practice 1.1

planning profession that we need to be able to answer for important audiences: Whatis planning? Who are America’s planners? What do planners do? Why is planning impor-tant to your community? and Why is APA important to planners and what they do?

However, knowing the answers to these questions is not enough. The questions rep-resent a call to action to APA members to speak up, speak out, and, as APA commu-nications consultant Barbara Hummel notes, “bring planning to life.” 3

That entails using words and ideas that will resonate with the audiences we want toreach. Messages couched in common values–such as family, safety, quality of life, andprosperity–have broad appeal across the country and are good starting points for aconversation about what planning can do for your community.

Because all planning is local, it is important for planners to marry local knowledgewith awareness of their audiences’ values, and then discuss how planning helps createneighborhoods, business districts, and other places that reflect these values.

1.3 The power of words

We are in a position to not only educate but also to motivate people. The conversa-tion about planning should recognize that this power flows not from the regulatoryforce of zoning laws or other police power, but from our ability to help people createbuilt environments that will be enjoyed for generations to come. Bette Midlerexpressed this at the 2000 National Planning Awards luncheon in New York City:

I know the ideas and the energy are all there. I believe the membersof [APA] need to galvanize themselves and realize the power thatthey have to move us, to change our way of thinking, and to save usfrom our own destructive impulses. 4

Winning support for planning requires debunking falsehoods about who we are andwhat we do. New York State University planning professor Gene Bunnell, AICP, dis-cusses some of these misconceptions at the beginning of Making Places Special, not-ing that many people, especially outside cities, have the attitude that planning in theUnited States is un-American, “a step down the slippery slope toward central govern-ment control and a loss of personal freedom.”5

Winning support also requires creating networks of supporters, and sowing withinthese networks knowledge and ideas about planning’s positive and indispensable rolein local government. We must communicate our role in encouraging diverse commu-nities, where people of different races, ages, and socioeconomic status live in the sameneighborhoods and have a stake in each other’s future.


1.4 Major themes

Effective communications for planners requires:

• Building relationships within your sphere of influence and target audiences.

• Cultivating the ability to truly listen so as to fully hear and understand others.

• Developing your spoken, unspoken, and written communications skills.

• Honing the arts of persuasion and consensus-building.

Bunnell points out that planning doesn’t create perfection; rather it creates commu-nities that are better than if no planning had taken place.6 The same can be said aboutdeveloping and implementing communication plans and skills. This resource won’tmake you a perfect communicator, but it can help you achieve your goals–howevergrand–if you follow through and take action.

Planners’ Communications Guide doesn’t have to be read cover to cover before youget started. The Quick Help section (see iii) can help you find answers to immediatequestions, problems, or situations. In addition, Section 10 (Appendices) contains awealth of tools, templates, and sample items that can save time when you are undera deadline to prepare a news release, assemble a media kit, draft talking points, orwrite a speech. Good luck!

________________________________________________________________

1 Gordon, Dennis. 2005. E-mail with Denny Johnson, APA Public Affairs Coordinator, August 24.

2 American Planning Association and the American Institute of Certified Planners. 2000. The MillenniumPlanning Survey. December.

3 Hummel, Barbara. 2004. Bringing Planning To Life, A Communications Proposal. Axiom CommunicationsGroup, January 20. p. 1.

4 Midler, Bette. 2000. Speech given at the American Planning Association National Planning AwardsLuncheon, New York City, April 18.

5 Bunnell, Gene. 2002. Making Places Special: Stories of Real Places Made Better by Planning. Chicago: APAPlanners Press, p. 13.

6 Ibid. p. 16.


2.1Planners’ Communications Guide: Strategies, Examples, and Tools for Everyday Practice

The American Planning Association (APA) has developed “planning” messages foryou to use as you prepare speeches, talking points, presentations, and other materialsdirected toward important and influential audiences. The messages are designed tomake you and your colleagues more powerful advocates for planning services andsolutions. Used consistently and repeatedly, they will help brand planning in a waythat evokes positive associations in the minds of the audiences you seek to influence.

2.1 APA messages

APA’s core messages are:

• Good planning helps create communities that offer better choices for where and how people work and live.

• Planning enables civic leaders, business interests, and citizens to play a meaningful role in creating communities that enrich people’s lives.

• American Planning Association members help create communities of lasting value.

The messages—created with input from APA leaders, members, and stakeholders,and adopted by the Board of Directors in January 2005—are deliberately worded tocast APA and planning in a certain light. The messages frame planning in terms ofideals—choice, democratic engagement, and enduring value in America’s communi-ties—that are likely to resonate with a wide range of target audiences.

They also are crafted:

• To have broad appeal, but be flexible enough to be adapted for local use. APAunderstands that planning concerns are immediate and local, and that its keymessages will be useful only to the extent that they can be supported with spe-cific details for use in distinct situations and geographic locales. For example, aplanner seeking citizen support for a neighborhood revitalization plan mayframe his or her arguments in terms of choice, and develop talking points thatdescribe precisely how the plan will create new housing opportunities on spe-cific streets.

Message BasicsSection 2

2.1.1

APA’s core messages appeal to a broad range of American values

• To allow planners to define theterms of debate. The APA mes-sages can serve as a springboardfor local planning advocacy mes-sages. The one thing you do notwant to do is to allow critics tocharacterize planning in negativeterms—i.e., as a mechanism forrestricting activity or limitingchoices through regulations. AsUniversity of California,Berkeley, linguistics professor George Lakoff notes in his book, Don’t Think ofan Elephant!, “when you are arguing against the other side do not use their lan-guage. Their language picks out a frame—and it won’t be the frame you want.”1

• To help planners appeal to fundamental values that cut across American politi-cal, business, and community interests. In fact, planners in many parts of thecountry are already using language that embodies APA message themes.

Metropolitan Nashville-Davidson County Planning Department ExecutiveDirector Richard Bernhardt, FAICP, tells residents that livable and sustainablecommunities “provide people with choices and communities that can adaptover time,” and that residents need to have a say in defining “what their com-munity is.”2

Values-based messages also can help planners work with stakeholders to resolve con-tentious planning issues. Public opinion expert Daniel Yankelovich explores values-based controversy resolution in his 1991 book, Coming to Public Judgment. He saysthat public opinion is shaped by:

• opinions, defined as less deeply rooted judgments on current policies, leaders, and events;

• attitudes and beliefs, i.e., fundamental perspectives on enduring social and political questions; and

• values involving moral and ethical judgments.

He argues that the values component is too often overlooked in communications anddebate about contentious issues, and that leaders can facilitate resolution by highlight-ing the values inherent in different choices. Yankelovich says that it is in the valuesdimension that Americans are most likely to find common ground. Arguing facts, heasserts, is a recipe for deadlock.3

Envision Utah, recipient of APA’s Daniel Burnham National Planning Awardin 2002, was formed in 1997 to develop a strategy to protect the environmentand guide growth in the 100-mile-long Greater Wasatch Front near Salt Lake City.


2.1.2

Planners in SaltLake City frame

their message using language

relevant to residentsand stakeholders

American Planning Association

APA’s messages focus on how planning providesvalue and choices at the same time it engages cit-izens and builds communities.

Envision Utah wanted to develop a strate-gic growth plan to preserve “Utah’s highquality of life” for future generations, butneeded to first understand precisely whatresidents valued about living in the area. Togather information, it commissionedWirthlin Worldwide to conduct in-depthinterviews with residents of various ages,income levels, and ethnic and religiousbackgrounds.

Wirthlin found that what residents valuedmost about life in Utah was “a sense ofpeace emanating from a feeling of safehaven based on living with people whoshare a common sense of honesty, morali-ty, and ethics.” Residents also said theywanted to play a role in dealing withgrowth issues.

Using research findings, Envision Utahdeveloped growth strategies that wouldpreserve what citizens valued. These wonbroad public and political support, andwere promoted through messages appealing to residents’ values. These mes-sages were conveyed through one of the campaign’s tag lines: “Envision Utah:Keeping Utah Beautiful, Prosperous & Neighborly for Future Generations.”4

2.2 Connecting with target audiences

While messages are fundamental to any communications effort, they are only one ele-ment in a dynamic equation that also must take into account the communicationsenvironment at-large, and also audience knowledge, attitudes, values, and informa-tion needs. To get a point across, you need to know your audiences and “where theylive,” literally and metaphorically, and shape messages to their concerns.

Audiences for planners. Mayors, city and county council members, business people, developers, and other civic leaders are important audiences for planners. Theyare the crucial decision makers in communities, and you need their engagement andsupport to do your job successfully.

Leaders of neighborhood and other allied groups, engaged citizens, and the media areanother group of important audiences. They are valuable because they help shape theperceptions, thinking, and decisions of community leaders.

If you work in a planning department your colleagues within the city or other gov-ernmental unit are another important audience group. Their perceptions about youand planning affect your ability to gain support and do your job.


2.2.1

Support from decision makers is crucial for planningand implementation

Coalition for Utah’s Future

Envision Utah newspaper advertisement.

2.2.2

Citizen-basedgroups provide indirect influencewith decision makers

Segmenting audiences. While a communications campaign needs to reach andconnect with individuals in order to be successful, one-on-one targeting is usually too expensive and time-consuming to be practical. It is more efficient to segmentaudiences—or group individuals who are similar in respects that are relevant to thecommunications task at hand and who are accessible through similar media, organiza-tional, and interpersonal communications channels.

Audiences can be segmented demographically, by characteristics such as race, gender,ethnicity, and income; geographically, by where they live, work, or study; or psycho-graphically, by lifestyles, attitudes, values, and beliefs.

Another approach to segmentation, adopted by APA for its national outreach cam-paign, is by professional roles. This makes sense because people’s professions typical-ly shape their awareness and understanding of planning, and determine where andhow they interact with planners. Professional roles also help determine which inter-mediaries—media or constituent groups, for example—influence decisionmaking.

When the Sacramento Area Councilof Governments and Valley Visionof Sacramento, California, wantedto win support for smart growth intheir region, they identified threepriority target audience groups: cit-izens, area city councils and thecounty board of supervisors. Next,understanding that these groups’concerns ranged from immediatestreet-level issues to countywidetopics, the Council of Governmentsand Valley Vision designed work-shops to engage each segment atthe geographic levels best suited toits priorities. Citizen workshops, for example, allowed residents to exploreand comment on issues ranging from employment growth to diversity ofhousing stock, and to devise preferred neighborhood scenarios. At the end ofthe process, city and countywide officials were asked to review and refinebroader countywide and regional scenarios.5

Understanding audiences. Once audience segments are identified, it is helpful todraft profiles that enumerate their concerns, motivations, and barriers to action inconnection with the issue at hand.

It may be useful to capture:

• General and specific audience “wants” regarding the situation. For example, isa mayor seeking to secure part of his or her political base by appeasing theinterests and desires of a local builder or the interests of a local affordablehousing coalition?


2.2.4

Segment the audi-ence by professional

group and by theirexpected support oropposition to a plan

2.2.6

Suggestions fordeveloping audience

segment profiles

Sacramento Area Council of Governments

One of the public visioning workshops held aspart of a regional transportation and land-usestudy for the Sacramento, California, region.

2.2.5

Planning workshopsin Sacramento are tailored to

specific interests of participants

2.2.3

Communicate with groups of

individuals withsimilar ideas and

interests

• Related frustrations. For example, is a county commission under pressure toslow the influx of big box retailers in an underdeveloped area?

• The political, economic, and development environment in which audiencemembers live. For instance, are you working in an area with a high rate ofgrowth, or where the local economy is lagging and attracting growth is the primary concern?

• Each audience’s history with planning. Is there a need for basic educationabout planning benefits, or do you need to re-establish trust because of something that occurred years or even decades ago? How has your audienceengaged in planning issues or decisions in the past? Have they triumphed, orare they frustrated by a lack of progress?

• Who influences each audience, as well as information sources, such as mediaand interpersonal channels.

To help community organizations and leaders interested in sustainable neighborhoodrevitalization build coalitions of traditional and nontraditional partners, the NationalNeighborhood Coalition, as part of a smart growth initiative, developed a toolkit withCommunity Assessment Guides. The guides contain profiles of key constituencies—such as environmental and public health advocacy groups, community developmentcorporations, and historic preservation organizations—that influence smart growth’send audience: appointed and elected officials. The profiles include information aboutconstituent group priorities, how they intersect with smart growth concerns, and con-tact information.6

Sources of information about audiences. To gather information about targetaudiences, you can draw on personal experience and knowledge as well as surveysor information that APA or your planning department may have regarding stake-holders in your community. For instance, a national poll of likely voters conductedby APA and its profession-al institute, the AmericanInstitute of CertifiedPlanners, during the 2000presidential election foundthat college-educated indi-viduals, respondents aged 50to 64, single women, andresidents of suburbs weremost likely to say having aplanner in their communitywas very important. Voters least likely to say having a planner was important totheir community lived in rural areas, were separated or divorced, lived in NewEngland, or were younger than 30.7 It is also useful to talk to people who know theaudience members you are trying to reach.


2.2.7

NationalNeighborhoodCoalition providesassessment guidesto help understandaudiences


More than half of the likely voters in the 2000 presidentialelection who participated in an APA-AICP national survey saidplanners should be strong advocates for controlling sprawl.

Electronic databases, such as Bacon’s or Lexis-Nexis (both of which charge subscrip-tion fees), or an Internet search engine, such as Google, are sources of published mate-rial about audiences and the locales in which they live. You could base searches onindividuals’ names, towns, cities, or neighborhoods in conjunction with planningterms such as affordable housing, mixed-used development, neighborhood revitaliza-tion, or comprehensive plan.

For more detailed information, you also can turn to the PRIZM database developed byClaritas (http://www.claritas.com), which draws on census data to provide detailed demo-graphic profiles for small, geographically defined areas. In addition, demographic profilesand economic data sorted by zip code are available through the U.S. Census Bureau’sAmerican FactFinder web site (http://factfinder.census.gov/home/saff/main.html).

In some instances, you may want to conduct formative research. One-on-one inter-views and focus groups are valuable ways to gather information and assess messages.APA used interviews to test and refine its core messages.

In 1997, as it sought to strengthen its influence in environmental debates, the Sierra Club conducted focus groups with women who were mothers;hunters and anglers; and 18-to 30- year-old adults to understand their specif-ic concerns about environmental degradation. The organization’s goal was tolearn who the audiences might view as credible messengers and to identifyactions audiences might be willing to take to protect the environment. TheSierra Club used this information to shape messages and identify messengersfor a public outreach and education campaign.8

2.3 Tailoring messages to motivate audiences

Once you have identified audiences and developed profiles, you can build on APA’score planning messages to create situation-specific talking or message points, and touse attention-grabbing facts, statistics, and anecdotes to support these points.

The diagram below outlines the process by which planners can translate a core mes-sage into talking points by taking into consideration audience perceptions and infor-mation needs and wants, and pulling in supporting facts and figures.

Axiom Communications Group. Copyright 2005.


2.2.8

Claritas and U.S.Census Bureau are

sources of audienceinformation

2.2.9

Formative researchcan aid in zeroing in

on audiences andwhat is important

to them

Developing Talking Points

Message

Insight intoAudiences

SituationalFacts andFigures

TALKING POINTAudience- and context- relevant statement, built

on message and supportedby factual and emotionalproof points (evidence).

http://www.claritas.com

http://factfinder.census.gov/home/saff/main.html

In crafting situation-specific messages, focus first and foremost on what is relevantand important to the audiences you want to reach. The fact that you have somethingyou want to publicize is not noteworthy; the benefits and advantages your action mayprovide to your target audience are. For example, if you are speaking to a group ofresidents about a new comprehensive plan, offer specific details from the plan thatwill appeal to their interests.

To promote the Denver Comprehensive Plan 2000 to families with children,attention was focused on how the plan would meet their needs, includingsafer sidewalks, new schools in park-like settings, and mixed-use zoning withneighborhood corner stores that kids could reach by bike or foot.9

One way to approach this is to consider how a member of a target audience wouldanswer the question, “What’s in it for me?” Even if members of your audiencebelieve everything you say, they will not care unless you convince them that theissue you are discussing has the potential to directly affect their lives or the lives ofthe people they care about. This does not mean that key messages have to bechanged for each audience. It does mean that messages must be tailored to, andsupported with, information relevant to the audience to which you are appealingat a given moment.

As part of its advertising campaign to promote living downtown to youngfamilies, the Central Philadelphia Development Corporation published news-paper ads with the headline, “Convenience. Community. Culture. Discoverwhy living in Center City is just right for your family.”The ad featured a photoof a couple with two young children. A second ad with a photo and the head-line, “Convenient. Exciting. Affordable. Discover why living in Center City isjust right for you,” was tailored for young singles and married couples.10

You also should use words that appeal to your audiences’ concerns and values. Based onAPA’s message research, “democratic engagement,” “choice,” and “lasting value” are goodstarting points. These and other words conveying ideals such as access, equity, justice,healthy, livable, prosperity, revitalized, safe, and walkability will strengthen your case.

Clever phrasing or an allusion to popular culture also can help. To call attention toan upcoming public meeting, advocates for a dog park in Chicago’s Grant Park playedoff the lyrics of a popular song, “Who Let the Dogs Out?”11

The San Antonio, Texas, planning department won support in the late 1990’s for itsmaster plan—designed to revitalize older neighborhoods and make it easier to createtraditional neighborhood developments—by distilling its potential impact into eightwords: “creating the best city in America for children.”12

Your messages also should clearly define and underscore audience benefits. If you areadvocating for a plan, support your messages with specific “proof points” to convey


2.3.1

Focus on what people care about most

2.3.2

Appeal to a group’s self interests when tailoring your messages

2.3.3

Word choice andclever phrasing aidin message delivery

2.3.4

Audiences wantexplanations of outcomes and benefits

how the plan will increase the stock of affordable housing, reduce commuting times,provide more transportation choices, improve the local economy, or enhance proper-ty values. You may want to create and distribute a checklist to highlight how the planwill contribute to helping save time, save money, make people healthier, improveproperty values, protect the environment, or enhance safety.

It also may be helpful to provide a timeframe for action and results. Audiences tend torespond more actively to challenges and opportunities that are perceived as immediate,rather than distant. To create a sense of urgency, be sure to outline the consequences ofinaction. On the flip side, avoid incendiary phrasing. If you are communicating abouta contentious issue such as property rights, consider your words carefully. (See Section 5for additional information about communications involving controversial situations.)

“Storytelling isn’t hype. It isn’t manipulation or deception. It’s sim-ply effective communication. If we have little to say, a polished pres-entation won’t make it persuasive. If we are dishonest about ourintentions, we lose our credibility. But an honest story, told well, canmove people to do extraordinary things.” 13

— Center for Association Leadership

To increase the impact of your messages, incorporate them into stories. Open a pres-entation, speech, or written piece with an anecdote that illustrates problems or bringsproposed solutions to life. Humans are hard-wired to respond to stories, and facts andfigures are more easily remembered when presented in a narrative context.

If possible, tell your story in a familiar format. People more readily absorb informa-tion that is organized within a familiar structure, for example, problem-solution orvillain-vindicator.

“What people say they want is often the opposite of what, in fact,they like. People need good pictures in order to understand options.”

— Steve Price, UrbanAdvantage

Images or visual props alsocan help you communicatemore effectively. Computer-generated simulations couldillustrate, for example, how astreet might change with newlights, buried power lines,mature trees, or eliminationof a parking lot. A series ofphotos can show how a com-munity has changed or mightchange over several decades. Interactive visual preference surveys, whether as part ofa planning workshop or through a web site, are another way for residents to view andvote for different development options:


2.3.7

Use visual aids tohelp residents andstakeholders focuson what they want

and how to achieve it

2.3.6

Storytelling works;challenge residents

to use planning to tell a new

story about wherethey live

2.3.5

Avoid hot buttons

Local Government Commission

Visual surveys involving photographs of a community'sbuildings, streets, sidewalks, shopping centers, parks orother features can help residents reach consensus aboutplanning and design issues, such as the appearance of resi-dential neighborhoods.

In 2002 in Chapel Hill, North Carolina, then-Planning Director Roger Waldon, FAICP,used computer software, architectural stu-dents, and sketch paper to help town hallparticipants see how two street corridorsmight look 10 to 15 years in the future.14

In Worcester, Massachusetts, the DudleyEconomic Development Committee,Green Valley Institute, and local planningboard wanted to help town officials envision possibilities for a town center.Using information gathered from a workshop, landscape architecture stu-dents from the University of Connecticut produced designs depicting façade,streetscape, and parking improvements. They also presented a conceptdrawing for public review. These designs helped shape new zoning codesand standards for the town center.15

Remember to keep it simple, particularly when talking to non-planner audiences.Avoid using “plannereze” and acronyms — such as accessory dwelling units or ADUs,exactions, corridor plans, overlay zones, tax increment financing (TIFs), and transferof development rights (TDRs).

In 1999, to attract private developmentand investment to its Main Street, thetown of Wheaton, Illinois, published abrochure about the revitalization effort.Rather than providing detailed econom-ic analysis and rationale, the brochuredescribes the city’s goals in commonlanguage: “maintain and diversify theexisting economic base of the commu-nity” and support “public-private part-nerships to promote economic develop-ment downtown.”16

You also should be sure to offer authority and expertise. When shaping your talkingpoints or materials, remember your role as a professional planner. The audience isinterested in your “planning” opinion and ideas. Don’t be afraid to accept your role.To establish your expertise, cite your experience and tell them about how challengesor situations similar to theirs in other communities were successfully managed.

In addition, don’t forget to check your facts. Nothing undermines credibility orerodes trust like inaccurate statements. As a final check, pre-test messages with yourtarget audiences. You can do this informally, through conversations, or formallythrough structured focus groups, interviews, or on-line surveys.

2.4 Identifying, cultivating, and preparing spokespeople

Once your messages are complete, you will need a spokesperson to convey them to your


2.3.9

Be a planningexpert—both honest andinformed

2.3.8

Avoid technical jargon; keep lan-guage simple tomaintain audienceunderstanding

City of Wheaton

Downtown Wheaton, Illinois, where plannershave encouraged private-public partnershipsto help spur economic growth.

Green Valley Institute

The Green Valley Institute has helpedsmall towns in New England better planfor growth while at the same time pro-tecting the region’s rural character.

target audiences. Ideally, that person will be credible, consistent, likeable, and empathetic, and have the ability to respond to questions with clear, succinctsound bites.

Some individuals are naturally gifted public speakers; most, however, require guidance. Training, practice, and discipline go a long way toward creating spokespeople who can help you take full advantage of media and presentation opportunities.

Internal spokespeople. The person or people who speak for planning in your city,county, or jurisdiction likely will be determined by the local political environmentand power structure. (See Section 3, Politics and Planning, for more about this.) Theplanning director may provide the voice for plan-ning issues, or he or she may defer to a strongmayor, city manager, or county administrator. Ina small town without an official planning depart-ment, a planning consultant may serve as theprincipal communicator about a project or initia-tive. In a large community, a designated staffplanner may take the lead.

No matter who is the official designee, credibili-ty and authority are important considerations.Neither the media nor your ultimate audienceswill listen to someone who lacks knowledge orexpertise, or who is not backed by the organiza-tion he or she represents.

Keep in mind that more than one spokesperson may promote a position or advocatefor the creation or implementation of a plan—and that there are both formal andinformal opportunities for speaking out. While an official spokesperson may respondto inquiries from the mayor’s office or the local press, you may mobilize additional

informal advocates to make your case dur-ing interpersonal or non-public, inter-pro-fessional situations.

External spokespeople. In some instances,a group or individual that is not represent-ing or formally affiliated with the planningdepartment or local government may speakout about a plan or an issue. This external“voice” may come from an engaged con-stituency (e.g., the League of WomenVoters), a chapter or division of APA, orother organization.


2.4.2

Look outside local government

for planning spokespeople

2.4.1

Often local officialsmay serve as

planning spokesper-sons, provided

they are informedand trusted

City of Dubuque

Dubuque, Iowa, City Council memberPatricia Cline speaking during thelaunch of a local revitalization project.

Office of Congressman Earl Blumenauer

U.S. Representative Earl Blumenauer at apress conference in Portland, Oregon. Thebanner in the background is an effectiveway to call attention to a key message.

External spokespeople can help advance your objectives in multiple ways. Frequently,these allied spokespeople offer expertise, influence, or authority that can help audi-ences gain a balanced perspective or bring key decision-makers around to your pointof view. Moreover, they can provide external validation for your perspective whenyour own efforts may appear to be self-serving.

In Wheaton, Illinois, for example,spokespeople outside of the planningoffice for a new comprehensive planincluded Carla Spielman, downtownmanager for the Downtown WheatonAssociation; Anne Wollensak, eco-nomic development director; andDavid Dewey, director of residentialdevelopment for developer JosephFreed.17

When seeking external spokespeople,consider the following:

• Do not limit your outreach efforts to individuals or groups that regularly sup-port planning. Developing relationships with new groups and allies who makeunlikely bedfellows is important. For example, you might find a local builderwho would vociferously oppose development of a wooded area on the groundsit would reduce the value of adjacent land.

• Look for authority figures. People tend to trust law enforcement officers, med-ical personnel, and teachers. Many such professionals already are experiencedin public speaking or talking to the press.

• Tap the leadership of allied organizations for assistance. They can help find theright person for your message—and your overture provides you with an oppor-tunity to build a relationship with a potential ally.

• Look for opportunities to involve spokespeople in non-speaking advocacyactivities. Some may be interested in writing letters to newspapers or theirelected officials. Others may offer to host a community forum.

Managing external spokespeople. When recruiting external spokespeople, makesure they will convey messages supporting the position of your office. It would beunfortunate if, in the middle of a city council hearing, your speaker were to mangleyour message or—worse—offer an opposing point of view. To keep this from happen-ing, prepare and “vet” speakers before every event. Call them to discuss the opportu-nity and the issue, and also to confirm the perspective you understand they will offer.If possible, provide spokespeople with written messages and facts.

As a courtesy, keep your spokespeople current on developments so they feel thatthey are part of a coordinated movement that is gaining traction. Phone calls orperiodic e-mails can help you accomplish this task. It also is important to have a


2.4.3

Continually screenand inform externalspokespeople

City of Wheaton

Wheaton Mayor James Carr speaking at a newsconference.


North Carolina’s ‘Smart Growth Challenge’

In 2001 the North Carolina Chapter of the American Planning Association(NCAPA) launched the “Smart Growth Challenge.” A multi-pronged outreacheffort, the campaign used a diverse group of spokespersons to deliver twokey messages: “How North Carolina grows in the next few years will shapethe quality of life in our communities for generations to come,” and “Twelvehundred professional planners and members of NCAPA are workingthroughout North Carolina to help make great communities happen.”

Making the campaign timely and relevant to the chapter’s intended audiences was the release of a reportthat same year by the state Commissionon Smart Growth, Growth Managementand Development. Besides wanting tosupport and influence the work of thestate commission, the chapter’s goalsfor its campaign were to keep plannersat the forefront of smart growth discussions and call public attention to the issue. Materials for use by chapter

officials and members included the primary messages, background statistics, and talking points, including selected smart growth principles to be emphasized.

The challenge issued by the chapter was to itsmembers and the planning agencies in the state’s100 counties “to make at least one presentationon Smart Growth to a local group.” The chaptercreated a four-color PowerPoint presentationthat planners could use as-is or modify to better meet local circumstances. NCAPA mailed the presentation to all planning agen-cies and posted it on the Web (http://www.nc-apa.org/smart_growth_challenge.htm#challenge).During the course of the challenge, planners in nearly 50 counties made more than 100 presentations and reached roughly 3,000 people.

The Smart Growth Challenge, which contributedto NCAPA receiving a Karen B. Smith ChapterAward in 2002, also included a questionnairefor presenters to hand out to audience members. More than 800 surveys werereturned to NCAPA, which used the responses to demonstrate widespreadsupport for smart growth approaches.

NCAPA encouraged planners to invite local media to attend their smartgrowth presentations. The chapter itself held a press conference in the springof 2001 at the site of a new suburban mall being constructed in Raleigh in

2.4.5

During the 'SmartGrowth Challenge'planners delivered

their message to3,000 residentsthroughout the

state and receivedmore than 800

audience surveys

2.4.4

Messages for theoutreach effort

focus on the state'squality of life and

how the NorthCarolina Chapter of

APA helps makegreat communities

Dr. David Godschalk, FAICP, anotherspeaker at the North CarolinaChapter's Smart Growth Challengenews conference.

Dick Hails, AICP, being inter-viewed at a North CarolinaChapter news conference in2001 where the groupreleased its Smart GrowthChallenge survey results.Hails was chapter presidentat the time.

http://www.nc-apa.org/smart_growth_challenge.htm#challenge

strategic plan that clearly designates who will serve as a spokesperson on a specifictopic with a particular audience. You also may want to create a rotating schedule, toavoid “burning out” your speakers. (For information about setting up a speakersbureau, a sample speech and other tools, see Section 10, Appendices.)

________________________________________________________________

1 Lakoff, George. 2004. Don’t Think of an Elephant: A Progressive Guide to Action. White River Junction,Vt.: Chelsea Green Publishing.

2 Bernhardt, Richard. 2001. “Window Dressing or Answer to Sprawl?” The Tennessean, February 18,Issues Section, p. 21A.

3 Yankelovich, Daniel. 1991. Coming to Public Judgment. Syracuse: Syracuse University Press.

4 Envision Utah. 2003. “Introduction to Envision Utah.” Web page (accessed June 1, 2005). Available athttp://www.envisionutah.org/index.php?id=NDY4.

5 Sacramento Region Blueprint. 2005. “Sacramento Region Blueprint Transportation/Land Use Study.” Webpage (accessed April 18, 2005). Available at http://www.sacregionblueprint.org/sacregionblueprint/home.cfm.

6 National Neighborhood Coalition. 2002. Neighborhoods, Regions and Smart Growth Toolkit.Washington, D.C.: National Neighborhood Coalition.

7 American Planning Association and the American Institute of Certified Planners. 2000. The MillenniumPlanning Survey. December.

8 Sierra Club. 2002. Communications Manual. January 31.

9 Kreck, Carol. 2000. “Kid’s Eye View, City’s Comprehensive Plan Looks at Family Issues.” The Denver Post,January 31, E1.

10 Davis, Mark. 1998. “Ad Campaign Markets Center City to ‘Burbs.” Philadelphia Inquirer, May 8, R2.

11 O’Neill, Bob. 2005. E-mail with Dennis Johnson, February 23.

12 Driscoll, Patrick. 2000. “Code to Encourage Old Style Neighborhoods.” San Antonio Express-News, July26, Northwest Section, p. 3.

13 Anonymous. 2001. “Creating Legends and Telling Stories.” Web Page (accessed February 9, 2005). Availableat http://www.centeronline.org/knowledge/article.cfm?ID=594&contentprofileID=122129&action=searching.

14 Gronberg, Ray. 2002. “Chapel Hill Seeks Public Input on Downtown’s Future.” Chapel Hill Herald,February 15, p.1.

15 Dignam, John. 2004. “Dudley Land Trust to Present Farmland Protection Workshop.” Worcester Telegramand Gazette, June 18, B2.

16 Wheaton, City of. 2005. “Revitalizing Downtown Wheaton.” Web page (accessed September 9, 2005).Available at http://www.wheaton.il.us/service/economic-d/index.htm.

17 Sharos, David. 1999. “Residences, Churches and the Downtown Core are the Prime Focus of Wheaton’sRedevelopment Efforts.” Chicago Tribune, November 28, Real Estate Section, p. 1.


order to urge the state General Assembly “to introduce and adopt bills thatencourage smart growth.” Local newspaper and television journalists, as wellas a reporter from a statewide radio network, attended the event. Reportersthroughout the state received the chapter’s press release summarizing thepoints made during the press conference and quoting NCAPA officials. Thechapter later partnered with other public interest groups—including environ-mental, housing, preservation, and transportation interests—to disseminate asimilar message. Its media outreach paid dividends throughout the year asreporters working on a variety of smart growth-related stories contactedchapter officials for quotes and interviews. (For additional information aboutthe Smart Growth Challenge, see the May 2002 PAS memo.)

http://www.envisionutah.org/index.php?id=NDY4

http://www.sacregionblueprint.org/sacregionblueprint/home.cfm

http://www.centeronline.org/knowledge/article.cfm?ID=594&contentprofileID=122129&action=searching

http://www.wheaton.il.us/service/economic-d/index.htm


“[T]he buck stops with the elected officials, but it begins with theplanning department. The type of guidance and recommendations[planners] give have a big impact.”

— Durham, North Carolina, Mayor Bill Bell 1

To be successful, planners must have support from their community’s elected officials.Fortunately, the goals of planners and elected officials are mutually beneficial. “Greatplanning ideas,” says Maxine Griffith, AICP, vice president for Government andCommunity Affairs at Columbia University in New York City, “make for good poli-tics.” How, then, do you meet the expectations of local officials and align your goalswith these leaders?

3.1 Where to begin

Local officials approach planning from a variety of perspectives. At the same time,they are often put “on the spot” about a particular situation or, alternatively, they maybe articulating a long-range planning vision for their community that appeals to alarge majority of residents. Regardless, all local officials need to justify their actionswith local constituents, and planners can help them identify how to do so.

“Surviving the political arena is not something youlearn in planning school,” writes retired planning con-sultant Linda L. Davis, FAICP, a contributor to thebook, Planners on Planning. “You do not have to lovepolitics to be in planning, but you have to be sensitiveto the politics of planning to survive,” she adds.2

Most local officials do not come from a planningbackground. While they may have a general under-standing of growth, housing, transportation, orother planning-related issues, they expect others tobe able to provide them with more detailed ornuanced knowledge. It is important to rememberthat elected officials have a host of other concerns.They do not have the time, background, or interest

Politicsand Planning

Section 3

3.1.1

Align your goalswith those of local officials

Courtesy Linda Davis

Author and planning consult-ant (retired) Linda Davis, FAICP.

to delve into planning as deeply as you and your colleagues. Rather than viewingthis lack of expertise as a burden, use it as an opportunity to help local officialsunderstand the value and benefitsof planning.

Effective communications with localelected or appointed officials requires:

• understanding the local political context (Section 3.2)

• taking into account local officials’ views and platforms (Section 3.3)

• finding common ground and developing relationships (Section 3.4)

• delivering messages for specific audiences and situations (Section 3.5)

• using repetition, persistence, and patience (Section 3.6)

3.2 Local political context

Always remember that the local political situation has far more impact on the outcome of planning-related decisions than the principles of good planning. Part ofthe planner’s job is to inject planning principles into the political process. To be successful, you need to understand the structure of your local government, how planning fits into that structure, how growth and planning-related issues are viewed,and who traditionally speaks on planning-related issues.

In any particular community there are generally as many as five types of local govern-ment — county, municipality, town or township, special district, and school district.While it is not necessary to understand the details of each of these types, the follow-ing are two important details to keep in mind:

• Jurisdiction. Each government will be most concerned with the issues withinits jurisdiction. Hence, city governments will be interested in local city issues,but less likely to be concerned with county-wide matters. Planners should beaware of circumstances in which jurisdictions overlap, such as instances wherethere may be special districts or school districts seeking to address issues in thesame area as another layer of government.

• Power Structure. Overall, planners should have a sense of where the real decision-making power lies in their community. In some cases it may be at the county or regional level, while in others it may be at the city level. At the city level, planners should understand the relationship among mayors, city council members, and city administrators (where applicable). In particular, they should understand where the bulk of the power is vested—in the mayor or in the council as a whole.


3.1.2

Elected officials are busy—5 tips

for making the most of your

communicationswith them

3.2.1

Planners’ role indecision making

varies with structureof local government

Charlotte-Mecklenburg County Government

Example of a newsletter from the City of Charlotteand Mecklenburg County, North Carolina, tailoredspecifically to elected officials.

In addition, planners often work closely planning commissions. Whether it is a city,county, or regional group (in some areas all three may exist), it is important to havea firm understanding of the planning commission’s role in local decisions—whetheradvisory or something more directive.

With so many layers of local government to consider, it can be difficult to understandwhere planners fit in. Front-line planners may have higher-ups at the planningdepartment. Planners at all levels often must interact with a host of officials includ-ing planning commission members, city council members, and county supervisors.Whatever your position, it is important to understand the source of the decision-making authority for planning and where you and your organization are in relationto that authority.

Regardless of the hierarchy, it is likely to involve elected officials and their con-stituents. Adds Davis, “The public is ultimately the planner’s customer and boss. . .and the planner’s primary responsibility is to work in the public’s interest.”3

Besides assessing the local political structure of your community, it’s important toconsider the “internal” attitude toward the involvement of planners in local politics.Many city governments prefer that their planners stay “behind-the-scenes,” interact-ing as little as possible with local officials. Others allow planners more latitude (with-in limits, of course). Before implementing any local officials’ communications effort,be sure you understand the norm for your department or organization and, mostimportantly, understand that these norms may change over time. The best way to findout what is expected is to ask supervisors or local officials and to keep your ear to theground for any indication of changing relationships. In addition, it is absolutelyessential that planners have an understanding of any legal restrictions that may be inplace regarding communication between city or county employees and local officials.Such restrictions may range from limiting communications immediately before ahearing or vote to an outright ban on all discussions.

It’s likely that your target audiences and the community in general have pre-conceivedideas about planners and planning. Citizens in some areas may be more predisposedtoward preservation of open space, while else-where citizens may be more concerned aboutattracting jobs and economic development. Suchperceptions are often related to a community’sdemographics and economic conditions.

In Omaha, Nebraska, citizens raised objec-tions to establishing historic designationsbecause of fears that the designationswould limit owners’ ability to manage theirproperty. “Inclusion on the NationalRegister of Historic Places sounds great. Butthe 32 people who attended an information-


3.2.2

Planners reportto many decision makers but the electorate ultimately holds sway

3.2.4

Information can dispel mistrust and allay fears—as occurred inOmaha, Nebraska

Omaha Planning Department

Addressing residents’ fears andquestions enabled officials in Omaha,Nebraska, to resolve concerns abouthistoric property designation in thecity. Shown here is the BlackstoneHotel, located on 36th Street and listed on the National Register ofHistoric Properties.

3.2.3

Possible legalrestrictions on communicationsbetween staff andelected officials.

al meeting wanted to know. . . if their property taxes would go up. . . and ifany restrictions would be imposed on the way they manage or dispose oftheir properties.” Once citizens knew the answer was “no” to both questions,they relaxed and were able to accept the idea.4

The views of citizens in a community are rarely homogenous. Disagreements will alwaysexist between, for example, those who support new developments and those who wantto keep things the way they are. One of the best ways to gain the attention of electedofficials is to understand these perspectives and help elected officials communicate withvarious constituencies. In Tampa, Florida, for instance, conflicts about growth are notjust between residents and developers: Many growth issues have “. . .pitted residentswith competing interests against one another—a large landowner who wants to sell ver-sus neighbors who oppose more growth. Or a small-business owner who wants toincrease sales versus residents who oppose the increased traffic.”5 One should neverunderestimate the value of bad news to help move forward a positive planning agenda.It’s important to be on the look-out for ways to help you make your point.

Neither are citizens’ views consistent overtime. They are likely to vary as a commu-nity’s economy and demography change.In Hernando County, Florida, fluctuationsin the housing market altered the discus-sion about increasing impact fees. Whilein the past builders successfully arguedthat raising fees would harm the economy,major increases in recent housing valuesdispelled that assertion. Builders subse-quently stopped opposing efforts by plan-

ners to increase impact fees in order to offset growth and development expenses.6

As much as planners get caught in the crossfire of such debates, elected officials arecaught even more. Planners can help local officials work through contentious issuesby ensuring that proposed plans reflect both the needs and interests of the communi-ty as well as good planning principles.

Before talking with local officials also consider who traditionally speaks on planningissues in your community. Besides not stepping on someone else’s toes by talking outof turn, it’s important to coordinate your positive message on planning with thosewho generally address these issues. Keep in mind that there are not likely to be oneor two individuals but many people. To find out who local reporters turn to for quotes about planning issues, review news stories about planning issues. Likelyspokespeople include:

• mayor• city council member who also may be head of the planning bureau• planning commission members


3.2.5

Different viewpointsexist in every

community and varyover time as well

3.2.6

Help elected officialscaught in crossfire

Hernando County Government Broadcasting

Houses under construction in HernandoCounty, Florida. Rising housing valueshelped the county overcome long-standingopposition to increasing impact fees.

• planning director• planning consultant• individual planners

3.3 Local officials’ policy perspectives, views, and platforms

Factors to consider when considering your officials’ unique political and policy per-spectives include:

• What offices do they hold?• With what parts of local government are they most closely aligned?• What disagreements or tensions exist between local officials?• Where do officials stand on planning issues?

Overall, planners should recognize that officials are concerned with the views of allcitizens in all areas of policy, seeking to achieve a balance between growth and sus-tainability, job creation and environmental protection, community needs and indi-vidual rights. While planners spend a considerable amount of time on the empiricaland technical aspects of planning, appointed and elected officials—who ultimatelydecide whether to adopt a plan or not—are likely to place greater emphasis on theneeds, values, and interests of citizens than on a plan’s technical aspects or finer points.

Local officials generally will identify with a particular branch of local government,whether at the village, city, county, or regional level. Village or city officials are likelyto be more concerned with the interests of the discrete group of citizens living with-in a particular city boundary. While many of them may intellectually understand thebenefits of a more regional approach, they should not be expected to support plansthat will benefit another city at the expense of their own. An example fromSacramento County, California, where efforts are underway to develop and imple-ment a regional growth plan, illustrates this common outlook:

“A few [Elk Grove] council members,” a newspaper article reports,“have shown distrust over how SACOG [Sacramento Council ofGovernments] might carry out its Blueprint Project. Specifically, theyare concerned that SACOG will upset or even usurp local planningauthority.” 7

In almost every community there are underlying tensions or political concerns thatlead to ongoing disagreements between local officials. Planners need to consider themost common underlying causes behind these disagreements when developing theircommunication strategies:

• Differing political perspectives. Local officials, first and foremost, are politi-cal. Usually they are affiliated with one or another political party and may cometo the issues surrounding planning with preconceived ideas about what is bestfor the community. Some may be more supportive of a free-market approach,while others may seek a stronger government role in managing growth.


3.2.7

Examples of spokespeople who can deliveryour planning messages

3.3.1

Local resistance to regionalism often stems fromfears of losing local control

3.3.2

Determine the political differencesthat cause tension

• Local versus regional governments. Differences between officials fromlocal and regional governments are another source of tension. Effective com-munications requires planners to take into account such differences as well asunderstand the potential tensions that exist between different jurisdictions.

A carefully planned communications strategy directed toward local officials,however, can help planners successfully address tensions between home rulecommunities. City officials in Palm Springs Village, Florida, were tremendous-ly successful in their annexation efforts without alienating the owners of theproperty they were acquiring. Over seven years, the village nearly doubled itspopulation and tripled its tax base through a “. . .methodical expansion planaimed at keeping taxes low and growth paced. The village annexed business-es to boost its tax base, then brought in residential neighborhoods.”

Local officials achieved theirgoal through a targeted and, attimes, grueling citizen-by-citizenapproach. “We did it one prop-erty at a time,” Mayor MikeDavis says, pointing out that“...what’s most important is theday-to-day drudgery of doingthe same thing, replicating yoursuccess . It’s not real exciting,but it works.” The village’sannexation efforts have notbeen without controversy—in

fact, county commissioners opposed the village’s early annexation efforts,for the same home-rule concerns that communities across the country share.County commissioners eventually changed their minds about the annexa-tions and praised the growth of Palm Springs Village when they understoodthe benefits to their jurisdiction.8

• Elected versus appointed. Differences between elected and appointed officials often create tension. It is important to know whether such tensionsexist in your community. In many cases, this occurs because elected officialsfeel that appointed officials are not being responsive enough to citizens. Amember of the Philadelphia city council, for instance, introduced legislation to reduce the power of the city’s Historical Commission, which is governed by an appointed board, because the council member felt her lower-incomeconstituents were shut out of the preservation process:

“There have been meetings in my district to make a historic area,but the total community wasn’t included, particularly poor resi-dents. It’s come to a head, so I had to do something,” says councilmember Jannie Blackwell.9

Are the elected leaders in your community prepared to be, or are they already, cham-pions or adversaries of planning? Or, are they generally uninformed about what plan-


3.3.3

“Home-rule” is abarrier to regional

cooperation but can be addressedby well-executed

outreach

3.3.4

Elected andappointed officials

have different motivations

Palm Springs Village Department of Land Development

Good communications with affected property ownershelped Palm Springs Village, Florida, officials avoidcontroversy when implementing an annexation.

ners do? Knowing where they stand is one of the most important factors to guide howyou approach and communicate with these leaders.

Champions. Some local officials will be strong champions and may even lead thecharge in favor of quality planning. Charlotte, North Carolina, Mayor PatrickMcCrory, who has long been recognized as a champion of positive planning, notesthat the Charlotte city and Mecklenburg County region firmly believes in smartgrowth: “If we don’t make decisions now in the right way, four, five, and six genera-tions down the road will be asking, ‘What were they thinking?’”10

Sometimes local officials can assist as champions for specific aspects of the planningprocess. For example, Bonnie Conner, a former District 8 council member in San Antonio, Texas, and longtime champion of San Antonio’s Hill Country resources, worked with the city’s planning department to protect and preserve the area. She wrote an open letter to the investment company proposing to developan important wildlife habitat, raising questions relating to water quality, endangeredspecies, and environmental mitigation. She was instrumental in drawing the connec-tion between water quality and protection of green spaces.11

Local officials also demonstrate their “champion” status by taking the lead on largerscale planning initiatives. In Buffalo, New York, for example, former Mayor AnthonyM. Masiello focused much of his time and political capital while in office on plan-ning issues, including the development of the Queen City Hub action plan, whichreceived a 2005 APA National Planning Award. The 150-page document is guidinga $1 billion effort to rebuild and revitalize downtown Buffalo.12

Chattanooga, Tennessee, Mayor Ron Littlefield,AICP, uses his planning expertise to govern hiscommunity. One of his themes is “nourishing theneighborhoods” because, as he says, “nothing ismore essential to a healthy city than healthy neigh-borhoods.”13

Besides knowing which elected officials are champi-ons of good planning practices, it’s important to havean understanding of why they’ve chosen to be cham-pions and whether their support is limited to specificissues.

Uninformed. Some elected officials won’t know muchabout planning. While this may seem frustrating,these officials are good candidates for educating aboutthe “good planning” point of view. Consider what

happened in West Chester, Pennsylvania, where former supervisor Bob Genzano ini-tially questioned the need for a director of planning and zoning because the commu-nity had a planning commission.14 At first Genzano did not understand enough


3.3.5

Champions, oftenlocal officials, candrive the push forquality planning in their areas— they should be recognized and engaged

3.3.6

An uninformedelected official is an opportunity for education and engagement

Chattanooga Mayor’s Office

Planning advocate andChattanooga Mayor RonLittlefield, AICP.

about the planning process to recognize the benefits a professional planner wouldprovide to the existing, all-volunteer planning commission. Eventually he realizedthose benefits and lauded the decision to hire a professional. It is important toremember that many local officials—even some appointed to the planning commis-sion—will have little or no experience with the planning process.

Adversaries. Some local officials strongly oppose planning, thinking it interfereswith economic development or with an owner’s property rights. Cincinnati MayorCharles Luken is such an official. Having agreed with the findings of the Mayor’sTask Force on Economic Development, he virtually eliminated the city’s planningdepartment. Today only the minimal planning functions required by law are under-taken under the auspices of the Department of Community Development.Ironically, Cincinnati was the first city in the United States to adopt a comprehen-sive plan, making the loss that much more disheartening. Nonetheless, planners inneighboring Hamilton County are leading a very robust and highly participatoryregional planning initiative titled Community Compass. (For more information,including the effort’s communications and public participation strategies, visithttp://www.communitycompass.org.)

3.4 Finding common ground, building relationships and trust

When developing a strategy for working with elected officials who are uninformed orhave an opposing viewpoint it is essential to identify the common ground betweenyou and these officials. This is especially important in situations where there might be disagreements. APA’s messages are strongly centered on themes that focus on common values. For example, everyone can agree on a goal of creating communitiesof lasting value. While individual definitions of “lasting value” and the role planners play in achieving this goal may differ, the message focuses on a point of commonality.

Doreen Liberto-Blanck, AICP, a planning consultant who also serves on the San Luis Obispo, California, planning commission, uses her training and experience in mediation to help communities work through disagreements using collaboration:

“In a compromise, both sides often end up giving something up and walkingaway unhappy. But by finding out what’s really at stake,” she says, “a solu-tion that works equally for both sides can sometimes be crafted.” A case in point is Arroyo Grande, where a proposed commercial development in aresidential neighborhood prompted concern from the residents about noisydelivery trucks. By identifying both the key concerns and common areas of interest, Liberto-Blanck helped craft an agreement that limited when and where trucks could be used for deliveries. Both sides benefited, with certainty for the commercial businesses on knowing when deliveries couldoccur and certainty for the community on knowing that deliveries would nottake place during leisure hours.15


3.3.7

Outreach can transform our

relationship withadversarial local

officials

3.4.1

APA messages are a starting

point for identifying

common ground

3.4.2

Planning consultantDoreen Liberto-

Blanck advocates for collaboration,not compromise

http://www.communitycompass.org

When talking with officials with whom you disagree, it is important to not be disagreeable. Consider the case of Tom Jacobson, former planning director forChesterfield County, Virginia:

Known during his tenure as the “man everyone loved to blame,” TomJacobson nevertheless maintained cordial relations even with those whoopposed his work. According to Jacobson, his approach has always been toput forth to elected officials his and his staff’s best approach to a particularplanning-related issue. The department would always hold to the ideal ofgiving the best professional advice outside politics. That said, the planningstaff also would work with local officials to go in another direction if thoseofficials disagreed with what was proposed. Jacobson credits this profes-sional approach with giving his department a reputation for credibility and,over time, has built a level of trust with local officials. As Roger Habeck,executive director of the Chesterfield County Chamber of Commerce, put itin a newspaper interview, “Tom and I will never be friends. . .but he is acompetent planner.” Chesterfield County Planning Commissioner ShermanLitton noted, “[Tom is] very easy and accommodating, but at the same timehe’s got one of them planners’ heads on him.”16

With those officials you know will always say “no” to a particular question, try asking a different question. Often, local officials will form firm opinions on questions related to growth management, and these opinions can be very difficult to shift. Rather than entering into a public dispute (and perhaps causing officials to “dig in” to their particular perspective), consider approaching them from a different perspective. Start by listening to their point of view and asking questionsto better understand why they think the way they do. Planners can then seek a cause for the source of the disagreement as opposed to continuing unproductivearguments and acrimony.

One of the most important steps in finding common ground with local officials isbuilding long-term relationships and trust. Because local officials face a wide range ofissues, they depend upon knowledgeable and reliable staff, friends, and others to helpthem understand policy proposals and how they might impact their community.Over time, many local officials develop relationships with people to whom they turn.It takes time and effort to build the kind of trust necessary to become a trusted advi-sor. That said, it is one of the most effective ways for planners to help local officialsunderstand the benefits of planning.

Building trust over time is essential, whether the messages you will be using are thosedeveloped by APA or yourself. It is not enough to simply walk up to local officials andsay, for example, “Planning enables civic leaders, business interests, and citizens toplay a meaningful role in creating communities that enrich people’s lives,” and expectthem to believe you. Rather, you will need to cultivate the views and opinions of theselocal officials in such a way that they will eventually come to this understanding ofplanning on their own.


3.4.3

Cordial relations—even with thosewho oppose yourwork—lead to trust and respect

3.4.4

An alternate strategyfor approachingrecalcitrant officialsinvolves asking adifferent question

3.4.5

Over time, plannerscan help decisionmakers see the benefits of planningfor themselves

It’s important to get to know your local officials as human beings. Often, buildingtrust can be done as easily over a discussion about grandchildren as it can over a discussion about a neighborhood plan, transit, or open space.

3.5 Developing and delivering a winning message

Once you’ve finished assessing the political structure and context of your community,think about the message you want to deliver. In addition to suggestions discussed in Sections 2.2 and 2.3 of this Guide, it’s important to remember that successful messages put context ahead of the details of what you actually say. This is especiallytrue when addressing local officials. Unfortunately, many times planners focus on the details of their plans—complete with maps, projections, and technical jargon—without understanding that this is either incomprehensible or, worse, irritating to theofficials with whom they are meeting. Consider the perspective of Seminole County,Florida, Commissioner Randall Morris:

“The most frustrating part of an elected official’s job is to listen to apresentation from a group of engineers, planners, or other highlytechnical individuals, who use their own language, often filled with

acronyms, technical terms, andother professional forms of com-munication. These dynamics tendto create an environment that canprevent elected officials from tak-ing a proverbial leap-of-faith toacceptance.”17

Determining what resonates with electedofficials will vary widely among officialsand communities. While there are no“cookie-cutter” approaches to finding mes-sages that resonate, several points uponwhich most elected officials can agree are:

• They want to address the concerns and needs of constituents. The first andforemost goal of most local officials and elected officials in particular is to beresponsive to those who elected him or her to office. This means planners mustbe prepared to answer questions about the view of the community wheneverspeaking with a local official.

• They want to ensure economic development and vitality. Regardless of whetherthey are conservative or liberal, supportive of planning or not, most local offi-cials want to ensure the continued economic vitality of the area they represent.Hence, planners need to be prepared to answer questions about how a particu-lar plan will benefit the community economically.

• They want to ensure quality of life. Every local official defines quality of lifedifferently, and their definitions often are related directly to the kinds of people


3.5.1

Make presentationseasy to understand;

avoid using planning jargon

3.5.2

Messages gearedtowards citizen

concerns, the economy, and quality of life

resonate with elected officials

Seminole County Government

Avoid using technical jargon while talking toaudiences, a rule that is especially importantto follow with elected officials, says SeminoleCounty, Florida, Commissioner Randall Morris(at podium).

and interests they represent. More conservative and development-oriented offi-cials will define “quality of life” as ensuring that citizens have access to all kindsof amenities, including big box retail. Another official may define “quality oflife” as access to open space and parks. Knowing how the local official you aretalking to defines quality of life, as well as how the proposal meets that defini-tion, will be critical to your success.

The three messages APA has developed fit closely with the concerns of local officials. For example, just as elected officials are concerned about ensuring economicdevelopment and vitality, planners can make the point that “good planning creates communities that offer better choices for where and how people work and live.” Thisargument can be made whether the discussion is about zoning decisions that promotedowntown business development or efforts to attract new businesses through investmentsin transportation infrastructure, brownfields restoration, or downtown revitalization.

In order for messages to interest localofficials positively, use what resonateswith them. Show benefits and tell astory with words and pictures towhich your officials can relate. One ofthe most effective ways to do this is toshow local officials results in commu-nities where similar efforts wereundertaken. Trips to other communi-ties and walking or bus tours of yourown community can help bring thevision alive. Such trips helped buildsupport for an effective and long-termplanning program in Chattanooga,

Tennessee.18 Points out Gary Ridley, director of the Oklahoma Department ofTransportation, during a recent tour in Collinsville, Oklahoma: “[I]t’s always helpfulto see something on the ground. . . [i]t’s difficult to visualize the opportunity and theimprovements that can be made in a community without looking at it first hand.”19

As with any other audience, recitations of growth projections and technical planningterms and concepts are not nearly as compelling to local officials as anecdotes, stories,and pictures. Always think about how you can make your point visually. Members ofthe North Carolina Chapter of APA (NCAPA) recognized this when they used pic-tures to underscore the adverse impacts of billboards to communities across the state:

The North Carolina state legislature was considering a bill to limit the abilityof local officials to phase out non-conforming billboards. Through picturesand carefully crafted communications pieces, NCAPA demonstrated to policymakers the strikingly positive difference that phasing out certain billboardshad made in the quality of life for communities that had been able to do so.


3.5.3

Focus on benefitsand positive outcomes

Bay Communications

Walking tours are an excellent way to show electedand appointed officials as well as stakeholders andengaged citizens the benefits and value of plan-ning. The tour shown here took place at APA’s 2005National Planning Conference in San Francisco.

3.5.4

Use pictures tomake your points

To drive home its message to the media, a news conference was held in an areawhere billboards had been removed and replaced with beautifully landscapedtrees. Also shown at the media event were “before and after” pictures.20

Since a number of different people are likely to speak on planning issues in yourcommunity, it is important to think strategically about who are the best people todeliver your carefully crafted messages. Depending on the circumstances, it may be

the planning director or other planningdepartment staff member, a local officialwho is a champion for planning issues,or another partner or ally of the plan-ning department. Be sure to bear inmind any local restrictions on communi-cating with local officials. If there are any partial or complete bans on direct com-munication, planners should work close-ly with coalition partners and other alliesto ensure the message is communicatedeffectively and legally.

Planning director or individual planners. Sometimes the positive planning mes-sage is best delivered to local officials from the planning department, often the plan-ning director. This is particularly true when the issues being discussed are very tech-nical in nature or when the interaction is somewhat formal. For example, members ofthe city council or county commission may ask the planning department for its for-mal recommendations on the best approach to a particular situation. Or they mightask a planner with expertise in transportation to make recommendations on provid-ing safe routes for children to ride their bikes to school. The planning director orplanners in the department also can be useful in delivering messages to local officialswhen the director or planning staff member has, over time, developed positive rela-tionships with the officials.

Stakeholders. Local citizens and business leaders can be tremendous allies in deliv-ering the message to local officials. This is particularly true when a stakeholder whounderstands the benefits of planning also has a positive relationship with, and sharesthe perspective of, a local official. Efforts in Denver to pass the FasTracks initiative, a12-year, $4.7 billion plan to bring light rail to the community, included business lead-ers working with conservative local officials to gain their support for the measure. Asa result, the initiative was actively supported by all 31 metro mayors and the vastmajority of local officials. It was approved by a 57 percent margin. Stakeholders, inthis case the hundreds of business leaders supporting the plan, made the difference ingetting more conservative local officials on board.21

Local official as champion. Finally, in situations where a trusted local official sharesthe planner’s perspective, that local official might be the best person to deliver the


North Carolina Chapter of the American Planning Association

APA North Carolina Chapter President BillDuston, AICP (center), with legislative ChairBen Hitchings, AICP (right), during an April2004 press event.

3.5.5

Technical informa-tion often is best delivered from a

planning director

3.5.6

Stakeholders whoshare a vision with planners

make strongspokespeople

message to his or her colleagues. Thisapproach can be particularly usefulwhen handling a divisive situation orone in which those who support goodplanning might be in the minority.Hearing the message from their fellowelected officials increases the likelihoodthat it will resonate. In addition, thelocal official will have more opportuni-ties for interaction, both formal andinformal, with his or her colleagues,ensuring that the planning message iscontinuously reinforced.

To be successful, it also is important to consider the venue in which you or yourspokesperson will be speaking. The planning message can be delivered in a variety ofvenues, from formal situations to more informal settings. In formal situations, suchas city council hearings, press conferences, town hall meetings, and zoning commis-sion hearings, anything said generally will be “for the record.” Consider yourapproach accordingly.

Informal venues include day-to-day communications with local officials and theirstaff, community meetings with stakeholders and constituents—even your interac-tions at the local grocery store! Three distinctions are noteworthy whether the situation is formal or informal:

• Reactive and proactive. One type is not necessarily better than the other.Reactive messages are prompted by a situation or circumstances requiring aresponse. Proactive messages involve those where the planner is taking the initiative to bring up a particular topic or issue, not someone else. APA’s threemessages are meant to be proactive, although they can be used in reactive situations as well.

Officials in Manchester, New Hampshire, were proactive when talking aboutefforts to promote continued economic development in the community.According to Mayor Robert Baines,“We want good strategic planning sowe have a blueprint for success. . . Wehave a great opportunity, and we wantto make sure we do it right.”22

• Official versus unofficial. Will theinteraction be an official part of the record or part of an ongoing,informal effort to build trust? Publichearings, for example are more


3.5.7

Local officials with a shared perspective arehelpful when facing an uphill battle

3.5.8

Take into accountwhether the settingis formal or informal

3.5.9

Three considerationsfor choosing properdelivery and timingof messages

Manchester Office of the Mayor

Manchester, New Hampshire, Mayor RobertBaines (at podium).

Regional Transportation District of Denver

Business leaders were critical allies in efforts togarner support of elected officials for FasTracks,Denver’s light rail system.

formal on-the-record situations in which planners may find themselves, where-as community meetings might be considered less formal.

• Specific versus general. This distinction may seem obvious, but it hastremendous bearing on a planner’s ability to engage local officials. Becausemuch of their time is spent on matters requiring immediate attention, officialsare likely to pay closer attention to messages focused on specific projects.

You will get the most interest from local officials when major planning decisionsmust be made. Don’t expect general messages about planning to be immediatelyunderstood—or even heard. You should not abandon efforts to develop and delivermessages about the long-term benefits and value of planning. Use the broad themesin your core messages to build sub-messages tailored to specific situations and cir-cumstances that will result in something occurring in the present. For example, inworking with local officials on whether to support a specific zoning change at thenext day’s meeting, frame your message in terms of how that particular zoningchange will serve to promote better quality of life or offer more choices to citizens.

3.6 Using persistence and repetition

Planners know that the task of creating livable communities is measured in decades,not years. Likewise, planners should expect to work with local officials over anextended period of time before seeing results. The benefits of good planning will notbe noticed or believed in the course of a few months, and local officials (as well as cit-izens) need time to understand how your proposal will benefit the community.

Commissioner Ron Stewart from Boulder, Colorado,who received an APA Distinguished LeadershipAward in 2005, recognizes this. He worked for 15years to pass in 1993 a twice-defeated ballot initiativethat increased the local sales tax in order to help fundopen space acquisitions.23 If Commissioner Stewarthad given up after the first attempt, Boulder wouldnot have the reputation it has today for green spaceand an enhanced quality of life.

Be cognizant of the fact that due to elections andreapportionments, the local officials with whom youwork will change over time. Constant repetition andan ongoing presence are necessary to bring these newindividuals into the fold.

Authors and planners Norman Krumholz, FAICP, and Pierre Clavel recall how, in theearly 1990s, Ken Grimes, then a senior planning analyst with the San Diego HousingCommission, conceived of the need for a housing trust fund. Initially rejected by theSan Diego City Council, the proposal was reintroduced and enthusiastically adoptedafter several new council members took office.24


3.6.1

Persistence and repetition pay

off for planners in San Diego

Photo courtesy Ron Stewart

Boulder County, Colorado,Commissioner Ron Stewart.


Massachusetts Planning Reform Gains Ground

For more than a decade, planners and their allies in Massachusetts have been working to reform the state’s antiquated land-use laws. Efforts in 2005 culminated in June when a six-hour, standing-room-only hearingwas held before a state legislative committee on a proposed reform bill. A news release issued after the hearing featured quotes by Peter C. Lowitt,AICP, president of the Massachusetts Chapter of the American PlanningAssociation (MAPA). The release led to editorials in several newspapers inthe state endorsing the planner-supported measure, the Massachusetts LandUse Reform Act (http://www.massmunilaw.org/zoningart.htm?cid=2353).

How this milestone wasreached dates to 1999when eight groups—includ-ing MAPA—established theZoning Reform WorkingGroup to advise the legisla-ture on proposed changesto the state’s enabling lawsfor planning, including theZoning Act and SubdivisionControl Law.

Many of the zoning reformgroup’s products—pressreleases, PowerPoint pre-sentations, and testimony—rely on facts and figures pro-vided by MAPA and its national organization, APA. “Did you know,” reads aPowerPoint presentation script, that “the American Planning Association listsMassachusetts as one of the states with the most outdated land-use laws?”(See http://www.massmunilaw.org/zoningart.htm?cid=2353.)

Following a successful effort to amend the state’s Zoning Act so that cluster developments no longer require a special permit, the zoning reform group realized that additional progress was contingent upon establishing broad support within the state. In 2001, the Coalition for ZoningReform—which today boasts more than 130 members—emerged to advocate for issues identified by the Zoning Reform Working Group. (Seehttp://www.massmunilaw.org/zoning.htm?sid=60.)

Introduction of the Massachusetts Land Use Reform Act in the state Houseand Senate during the 2003-04 legislative session gave the reform coalitionthe timely development it needed to raise public awareness about the limi-tations state laws place on communities wanting to plan for smart growth.For instance, how the state’s lenient “grandfathering” protection laws underminezoning reforms or how other laws allow for unlimited creation of buildinglots along roads without going through any subdivision review.

3.6.2

Planners and their allies are working with state legislators inMassachusetts tomodernize planninglaws so communi-ties can implementsmart growth measures

3.6.3

Essential toadopting planningand zoning lawreforms are publicawareness and public support

Courtesy Massachusetts Chapter APA

Massachusetts state legislators, planners, andmembers of a statewide Land Use ReformCoalition on the steps of the statehouse in Bostonprior to a legislative hearing in June, 2005.

http://www.massmunilaw.org/zoningart.htm?cid=2353

http://www.massmunilaw.org/zoningart.htm?cid=2353

http://www.massmunilaw.org/zoning.htm?sid=60

Working in tandem with the Zoning Reform Working Group, MAPA beganencouraging its members to join the Coalition for Zoning Reform and tovoice the planning community’s support for land-use reform. Twice in 2003,for example, MAPA wrote letters to the editor of The Boston Globe correct-ing misinformation and documenting the need for specific changes. To makethe chapter’s letters effective, Lowitt used local examples (“The City ofTaunton provides but one example of how liberal ‘grandfathering’ provi-sions contained in our state zoning laws hindered an effort to curb sprawl.”)and a conversational writing style (“This kind of plan-busting is unprece-dented in other states”). (See http://www.massapa.org/articles.htm.)

Reintroduced in 2005, theMassachusetts Land Use ReformAct became the primary focus ofthe chapter’s legislative activities.As the date for a joint committeehearing approached in June, thezoning reform coalition and MAPAworked not just to pack the hearingroom, but also to identify localplanners with stories to tell abouthow reform would improve theircommunities. In its guidelines fortestifying, the coalition urged plan-

ners to “…use illustrative stories from your community with which you havefirsthand knowledge. Make it personal and relevant to the quality of life inyour town. The shortcomings of Massachusetts’ current land-use laws maynot be evident to the uninitiated, so it is your challenge to bring the subjectalive for committee members.”

MAPA is continuing its efforts with the zoning reform coalition and the reformworking group to secure passage of a land-use bill that allows communitiesin Massachusetts to effectively plan for and practice smart growth.


Being persistent, however, doesn't mean pestering. Bear in mind that most local offi-cials are defined by the decisions they make. As such, they tend to focus on decisionpoints in the process. Asking for meetings on an ongoing basis in which you discussnothing but the generic benefits of planning is a waste of your time and theirs.Instead, consider how you can develop a plan for carefully crafted, ongoing interac-tions that relate specifically to issues in the community—and you’ll be on your wayto becoming one of the local officials’ most trusted advisors.

3.6.4

First-hand testimonyfrom planners

speaking at a June2005 legislative

hearing was essen-tial to bringing the

subject to life fordecision-makers

Courtesy Massachusetts Chapter APA

Members of the Massachusetts Land UseReform Coalition meet with state represen-tative Stephen Kulik, seated second fromright, to discuss a legislation designed tomodernize the state's planning laws.

http://www.massapa.org/articles.htm

________________________________________________________________

1 Evans, Ben. 2002. “Planning Director’s Influence Key.” The Herald Sun, January 13, p. B1.

2 McClendon, Bruce W., and Anthony J. Catanese. 1996. “Guidelines for Survival and Success.” In Planners on Planning. San Francisco: Jossey-Bass Publishers, p. 103.

3 Davis, Linda. 1996. “Guidelines for Survival and Success.” In Planners on Planning, p. 104.

4. McCord, Julia. 2004. “Residents Warm to Historical Designation Districts on the National Register of Historic Places.” Omaha World-Herald, October 4, p. 2B.

5 Peterson, Lindsay. 2004. “The Tampa Project Community Planners Strive For Compromise.”Tampa Tribune, May 16, Nation/World section, p. 15.

6 Editorial. 2005. “Key Question on Impact Fees is ‘How?’ not ‘How Much?’” St. Petersburg Times,June 1, Hernando Times section, p. 2.

7 Kalb, Loretta. 2004. “City is Still Working on SACOG Plan; Elk Grove Fears the Council Will Try to Impose its Blueprint Project.” Sacramento Bee, November 25, p. H1.

8 Hafenbrack, John. 2004. “Street by Street, A Village Grows.” Florida Sun Sentinel, October 7, p. 1B.

9 Strauss, Robert. 2004. “Official in Philly Targets Preservation Controls.” Washington Post, March 22, p. A3.

10 Peterson, Kimberly. 2000. “Charlotte Mayor McCrory Joins with Maryland Governor, FEMA Director and County Officials to Promote Smart Growth.” US Mayor Newspaper, July 31.

11 Editorial. 2001. “Councilwoman Bonnie Connor is Offering a Good Blueprint for Protecting the HillCountry.” San Antonio Express-News, April 14, Metro Section, p. 6B.

12 Zremski, Jerry, and Sandra Tan. 2005. “Piece by Piece: Downtown’s Fate Lies with Those Who Back Their Deals with Dollars and a Big Belief in Buffalo.” Buffalo News, February 6, News Section, p. A1.

13 Chattanooga Mayor’s Office. 2005. “Nourish the Neighborhoods.” Web page (accessed September 8,2005). Available at http://www.chattanooga.gov/mayors_office/9_2020.htm.

14 Plunkett, Kevin. 2002. “Westtown Gets Planning and Zoning Director.” Daily Local News, March 3, p. A1.

15 Finucane, Stephanie. 2003. “Planning Commissioner Uses Mediation in Land Use Battles.” The San Luis Obispo Tribune, August 17, Local Section, p. B1.

16 Fischer, Meredith. 2004. “Planning Head Takes the Heat in Chesterfield.” Richmond Times Dispatch,Area/State Section, p. B1.

17 Federal Highway Administration. 2005. “Understanding the Communications and Information Needs ofElected Officials for Transportation Planning and Operations.” Web page (accessed September 6, 2005).Available at http://www.plan4operations.dot.gov/docs/comm_with_elected_officials.pdf.

18 Bunnell, Gene. 2002. Making Places Special. Chicago: Planners Press, p. 141.

19 Morgan, Rhett. 2005. “Collinsville seeks ODOT Aid for Downtown Plan.” Tulsa World, April 2, p. A16.

20 Hitchings, Ben. 2005. Presentation at APA Annual Conference, March.

21 Center for Transportation Excellence. 2004. "2004 Ballot Measures." Web page (accessed September 13,2005). Available at http://www.cfte.org/success/2004BallotMeasures.asp.

22 Rayno, Gary. 2005. “Master Plan to be Updated.” The Union Leader, March 19, Local Section, p. B1.

23 Stromberg, Meghan. 2005. “Committed to the Land.” Planning, March, 21.

24 Krumholz, Norman, and Pierre Clavel. 1994. “Interview with Kenneth Grimes.” In Reinventing Cities,Equity Planners Tell Their Stories. Philadelphia: Temple University Press, p. 221.


http://www.chattanooga.gov/mayors_office/9_2020.htm

http://www.plan4operations.dot.gov/docs/comm_with_elected_officials.pdf

http://www.cfte.org/success/2004BallotMeasures.asp


The planning chief should be a good listener and “one hell of a com-municator. He can’t be a whiner who’s tied down with little things.He has to put his foot down and say, ‘Now, this city can do this andcan’t do that,’ and then makes it all come together.”1

— Joel Richert, former Board of ZoningAppeals member, Roanoke, Virginia

Whether it’s increasing your planning department’s budget, revising a comprehensiveplan, gaining broader support for affordable housing, or reaching another goal, beingsuccessful requires good and oftentimes persuasive communications through everydayencounters with members of your target audiences. These encounters are the basis forbuilding familiarity and trust, whether in person, on the telephone, via e-mail, infor-mal speeches or formal presentations, or through the press. Keeping in mind your pri-mary messages and being able to readily use them will help you take full advantage ofthese opportunities.

Developing and using a day-to-day communications plan that is revised at least annu-ally is a good way to stay focused and on track. Such a plan need not be lengthy—two or three pages is sufficient when outlining a set of strategic communication goalsand objectives. To be useful, be sure to include all of your discrete communicationsactivities. By working within such a framework, you can achieve synergies that willgreatly increase the impact of separate outreach efforts.

Once you have a day-to-day communications plan developed, use it to keep audiencesinterested and engaged in your planning activities. One way to keep interest is todivide a years-long planning endeavor into intermediate stages and success points. Ifyou are completing a master plan, soliciting public comments on a comprehensiveplan for your region, or releasing a report on community trends and conditions, usethese occasions to connect with elected and appointed officials, developers, con-stituents, and other planning stakeholders. Once you have established a relationshipand dialogue, you can convey your planning messages.

4.1 Day-to-day communications plan

• A communications goal. This is a broad statement directing your efforts. Itis typically a sentence, or bullet point or two in length. Use your communica-

EverydayEncounters

Section 4

tions goal as a filter. For every tactic you are contemplating, ask whether andhow it helps you achieve your goal. If it supports your end goal, keep it. If itdoesn’t advance your effort, amend or discard it.

With limited time and resources, focus on a major goal that will help youachieve several of your desired outcomes, such as ensuring sufficient fundingfor your planning department or program, building support for a proposedbond initiative or sales tax increase to help implement a plan, getting audiencesengaged in updating a comprehensive plan, or marshalling community interestand resources to jump start implementation of a plan.

• An overview. This defines your opportunities and challenges, and identifiesthe organizational strengths and weaknesses that will help or hinder you inachieving your goal. Use no more than a paragraph or two for articulating your key points.

• Objectives. These are measurable targets, set within a specific time frame.They identify the key results that must be achieved, such as the organizationalaims you want your audiences to know and believe, or the actions you wantyour audiences to take. Objectives provide focus and direction. They also candefine the criteria for monitoring progress.

• Target audiences and profiles. This should include both external audiences(city council members, developers, business and citizen association leaders) andinternal audiences (planning department staff members and other municipalemployees). Although it takes a little more time, it’s useful to write brief pro-files of your audience members, including relevant interests, motivations, andbarriers to desired actions.

• Messages. Developing and articulating a set of core messages will help you stay on track. Whenever possible, weave broad planning messages withbrand-building APA messages into situation-specific talking points that alsoinclude examples, anecdotes, or stories. Using your key messages on a regularbasis will help you increase understanding of, and appreciation for, the value of planning.

Messages, whether your own or APA’s, should be linked to specific situationsand issues. When mapping out a day-to-day communications strategy, considerhow planning issues, such as affordable housing, capital improvements, historicpreservation, streetscape enhancements, or urban parks can help leverage yourcommunications efforts. Whatever the issue, circumstance, or situation, usethese opportunities to refer to your core messages.

Your audiences will more likely remember and respond to your messages andinformation if they are frequently exposed. Look for communications vehiclesand channels that can be turned “on” repeatedly, or that are always open. Agovernment-sponsored cable channel bulletin board, websites, and informationkiosks are a few examples. Strive to reach out to your stakeholder audiences at


4.1.1

Link messages to specific

situations, issues

least once a month. These monthly activities should be included in your com-munications plan.

• Materials. The number of ways to promoteplanning messages is practically limitless. Someexamples are department brochures, annualreports, citizen planning guides, plan sum-maries, and special reports based on newly com-piled city data developed as part of a compre-hensive or other planning effort. Also considerstaff reports and memos, department letterheadand envelopes, utility bills, department mail-ings, logos, banners, mouse pads, posters, pins, T-shirts, folders, banners, signs, table-top displays, commemorative plaques, calendars,and fact sheets.

Another mainstay in the planner’s communica-tions toolkit is the newsletter, either in printedor electronic format. Newsletters can bedesigned around a theme, “breaking news,” a special planning process or project, or as a basic primer about planning. Newsletters are most effective ifpublished at regular intervals. If the city or county where you serve has its ownnewsletter, then provide stories, facts, anecdotes, and other useful informationabout planning for each issue.

• Photographs. Incorporating photographs and pictures into your communica-tion efforts is critical. For more about using pictures, see Section 2.

• Activities. These should clearly support your objectives, and be built on the set of core messages you have developed as part of your communications plan.Possibilities for spreading your message include hearings; charrettes; press confer-ences; letters to the editor; brief-ings; neighborhood and down-town walking tours; speakingengagements to service, civic,business, environmental, neigh-borhood, and faith-basedorganizations; community andneighborhood fairs; open hous-es; media tours; and breakfastmeetings. Participating in activ-ities is necessary to be effectivein conveying messages.

• Websites. Your department’sor agency’s website is a valuable communication tool and an important venue


4.1.2

The ways to promote planningmessages are practically limitless

Printed materials, such asbrochures, are useful in helpingconvey planning messages.

Puget Sound Regional Council

One of the collaborative planning meetings held todevelop the Puget Sound “Destination 2030” trans-portation plan.

to highlight the expertise, activities, and efforts of your department, firm, or organization. Consider including staff photos and biographies, descrip-tions of services, and notices about upcoming events and meetings. Yourpage or site may be the first introduction someone has to you and yourdepartment, whether an elected official, developer, or engaged citizen, so make sure the content is current, informative, and engaging. For moreideas about effective communications through websites, see Section 9, E-Communications.

• Timeline. A calendar of activities over a 6-month to 12-month period.

For a sample day-to-day communications plan, see Section 10 (Appendices).

4.2 Inter-department communications

Since the work of a city planning office touches nearly every department within acity or county government, investing time to ensure your colleagues understandhow plans and planning can help them in their jobs will help build broad supportwithin government for planning. “The thing you have to realize,” says OklahomaCity, Oklahoma, Planning Director John Dugan, AICP, “is that a comprehensiveplan is…just not the Planning Department’s plan. It also belongs to police, toparks, to other city departments and residents. We all need to work together to putit into play.”2

Several factors can influenceinter-department communica-tions including the location of theplanning department and work-place culture. “In many cities, the office space that plannersoccupy is located in obscure andout-of-the-way places—often inbasements, attics and annexes—far away from the offices andmeeting rooms where officialdecisions are actually made,”notes author Gene Bunnell, AICP. “In Westminster, Colorado, the offices plannersoccupy are located on the second floor of city hall, right across from the city manager’soffice, thereby encouraging frequent and informal communication.”3

Besides office location, there are numerous opportunities for planning departmentstaff in Westminster to work with employees from other city departments and offices.This has been accomplished, Bunnell continues, through the Development ReviewCommittee, an ad hoc group made up of the city manager, assistant city manager,director of the Department of Community Development, and the planners, man-agers, or engineers involved with the projects under discussion. The Review


4.2.1

Informal conversa-tions between

planners and staffmembers of other

departments areimportant

City of Westminster

Westminster city hall, where the planning departmentis located next to the city manager’s office, helpingfacilitate informal communications between staff mem-bers of the two offices.

Committee, which meets weekly and has continued for more than 25 years, studiesdevelopment proposals, discusses issues, and sets policy direction. Westminster alsohas structured the community development office to include both planners and engi-neers so as to help them understand and respect each other’s perspectives.4

Implementing the Southsideneighborhood revitalization planin the late 1990s in downtownGreensboro, North Carolina,involved $5 million and theefforts of 20 city departments.The culmination of years offocus, public participation, andplan-making now depended onbringing together a team ofmunicipal employees who were used to working autonomously. A new style and culture of how city staff members would work and communicatewith each other was needed if implementation of the Southside plan was to succeed.

A consultant was retained to help create a strategy and plan for carrying outthe project, recalls Sue Schwartz, FAICP, chief of neighborhood planning forGreensboro’s housing and development department. The consultant thenbrought the department staff together for a two-day retreat. From there aone-on-one outreach effort was undertaken by Housing and CommunityDevelopment to get individual point persons on board from each of the othercity departments that would be involved. These individuals became part of aninter-departmental team that would lead the implementation effort.

Weekly staff meetings were held to keep everyone informed. A computer soft-ware program also was used to create a timeline and identify critical tasks,milestones, and deadlines. “It was pretty basic stuff,” Schwartz says, yet achallenge since it marked the first time the city had undertaken a project ofthis size. “Little victories were important.”

Acting as a mentor and coach, the consultant also helped team memberskeep things in perspective, talk through issues, and, when necessary, servedas a devil’s advocate. Looking back, Schwartz says the process came down tobasic project management steps. It also brought about fundamental changesto the way Greensboro city departments work and interact with each other,enabling them now to manage even larger projects and programs.

4.3 Dollar value of planning

“Planning is the last thing—not the first thing—that a communityshould cut from the local budget. Planning, when done well, pro-duces value and benefits that far exceed its costs.” 5

— Gene Bunnell


4.2.2

Team approach critical toimplementingGreensboro, NorthCarolina, plan

City of Greensboro

Implementation of the Southside revitalizationplan in Greensboro, North Carolina, involved plan-ners working with 20 city departments.

How much is spent on a per capita basis for planning in your community? In all like-lihood, it is a fraction of what is spent for police and fire protection or other munic-ipal services. Making Places Special author Bunnell found the public expenditures percapita for planning in the 10 communities he profiled ranged between $4.34 and$35, with the average being $9.04.6

The positive economic returns from revitalizing a deteriorating waterfront, businessdistrict, or neighborhood often are attributed to the development that occurs, not theplan that inspired and guided the development. Similarly, development that requiresthe collaboration of planners, developers, elected officials, and others doesn’t begingenerating new taxes for the community until construction is completed. For thesereasons, it’s important that planners talk about the economic contributions that resultfrom good plans and planning, including the creation of long-term value and higherreturns on both public and private investments.

There are many ways to describe the value and benefits of good planning—reducedcapital expenditures, tax savings, increased property values, and so forth. Examples,particularly from advocates of smart growth, abound:

• An economic assessment of the New Jersey State Development andRedevelopment Plan found that implementing the plan over a 20-year period would reduce road, water, and sewer infrastructure costs in the state by $2.3 billion or $115 million a year; reduce fiscal deficits to municipalities, counties, and school districts as a result of new growth anddevelopment by $160 million a year; save 113,000 acres of agricultural andenvironmentally fragile land; and increase the property tax base of urban communities 6.5 times more than what would occur if the plan were notimplemented.7

• A study for Grow Smart Rhode Island estimated that urban decay and suburban sprawl will cost state taxpayers $1.43 billion between 2000 and2020, or an average of $71.6 million a year compared to growth and development that is more compact and directed toward existing urban centers. Over half of that cost, $782 million, involves lost tax revenues to the state’s five urban core areas—Central Falls, Newport, Pawtucket,Providence, and Woonsocket.8

• Implementing the strategies outlined in the Chicago Metropolis 2020 plan,which received APA’s Daniel Burnham National Planning Award in 2004,would reduce the cost of new streets, and water and sewer services by $3.7 billion. Adopting other strategies in the plan would keep 300 square miles ofopen space undeveloped, and nearly double the number of new households (37 percent) in the region residing within a half-mile of a transit station.9

Another way to discuss the value of planning involves describing the dollar value ofnew investment associated with plan implementation.


4.3.1

New Jersey plan would save

taxpayers millions annually

4.3.2

Boosting RhodeIsland tax revenues

through planning

4.3.3

Billions in savingsfrom Chicago

Metropolis 2020

Bringing together leaders fromthe Planning Department,Redevelopment Agency, andMayor’s Office of Housing, San Francisco Mayor GavinNewsom held a news confer-ence where he called “for a‘renaissance of housing con-struction’ in downtown SanFrancisco and South of Market,saying the city is on the vergeof approving three major neigh-borhood plans that could create11,000 new housing units.”

“Newsom said proposals for Rincon Hill and the Transbay Terminal and Mid-Market redevelopment districts would also generate $3.2 billion in construc-tion and create 18,000 jobs.”10

4.4 Dispelling myths, misinformation

Fear of change to a neighborhood or community often is one of the underlying caus-es of misinformation about plans or projects involving increased density, infill devel-opment, smart growth, workforce housing, and other issues. Debate and controversyoften shape discussions about these topics, especially when there is a specific develop-ment proposal or site plan upon which critics are focused. In such instances, animportant part of a planner’s communication efforts is separating myth from fact.

Fact sheets, based on credible and authoritative sources of information, are one wayto counter misleading and inaccurate information. State and national reports andstudies are often useful and authoritative sources of information. To be most effectiveat the local level, include facts, information, and examples from your community. Tohelp planners and others counter mistaken ideas about affordable housing inCalifornia, for example, the California Planning Roundtable and CaliforniaDepartment of Housing and Community Development published a 12-page report,“Myths and Facts About Affordable and High Density Housing,” in 2002. (Websitelink: http://www.cproundtable.org/cprwww/docs/mythsnfacts.pdf)

Workshops or conferences are another way to address sensitive issues and promote bet-ter understanding among different stakeholders or audiences. Planners and city officialsin Albuquerque, New Mexico, did this in November 2004 to address compact growth.This is “not about whether we’re going to grow, whether we’re going to have density, buthow we’re going to achieve those things,” Mayor Martin Chavez said at the conference.11

Whatever the communications opportunity—speaking engagement, public meeting,workshop, charrette, media interview, printed newsletter, website, or other venue—have facts, figures, and examples on hand that can be used to counter-act mistakeninformation or ideas.


San Francisco Planning Department

Implementation of a land-use plan for the Rincon Hillneighborhood, shown here, is part of a larger SanFrancisco redevelopment effort that will generatemore than $3.2 billion in new construction.

4.4.1

California PlanningRoundtable report dispels housing myths

http://www.cproundtable.org/cprwww/docs/mythsnfacts.pdf

4.5 Information campaigns

“Burnham’s work [1909 Chicago Plan] became an instant legacy notonly because of its inspirational vision…but also because it was fol-lowed up with an aggressive public awareness campaign…[thatwas] unprecedented.”12

— Heather Smith

An information campaign can be a valuable tool when undertaking an extensive plan-ning effort. Campaigns can be designed to address any number of needs or issues,such as increasing audience awareness and understanding about a particular issue.This was the goal of a $1 million television, radio, and print advertising campaignlaunched in February 2005 by Housing Illinois, a coalition of housing advocatesincluding the City of Chicago, financial institutions, and foundations. (For moreinformation, visit http://www.housingillinois.org.)

Another goal may be to generate meaningful public involvement in a comprehensiveplanning process, something planners in Anchorage, Alaska, did when producing their“Anchorage 2020” plan. Recognized with APA’s 2001 National Planning Award forPublic Education, the outreach effort involved citizen work groups, community surveys,newspaper inserts, public forums, open houses, town meetings, and public hearings.

Information campaigns also can be designed to motivate residents to take action, such asvoting in support of a favorable planning measure or initiative. The City of Charlotte andMecklenburg County, North Carolina, undertook such an effort in 1998 in order to

secure a long-term source of funds forimplementing its 2025 Transit/Land-Use Plan. For a copy of the commu-nications plan developed forCharlotte and Mecklenburg County,see Section 10, Appendices.

As with any effective communications effort, information campaigns need to be wellthought out and have clearly defined goals and objectives. Adequate funding, proper tim-ing, support of political leaders, and following through on commitments or promises alsoare important. If any of these elements are missing, the campaign is likely to falter.

The board of commissioners for fast-growing Clackamas County, located on the out-skirts of Portland, Oregon, decided an information and public outreach campaignwas the best way to engage residents about issues involving county growth. Hiring aconsultant, the county launched an ambitious 18-month effort in 1999 that involvedthousands of residents in discussions about common and unique community values,what makes communities complete, and future policy decisions and actions.13

The effort, known as Complete Communities for Clackamas County, received APA’s2002 National Planning Award for Public Education. Although it was initiated by thecommissioners and funded by the county ($387,000), implementation was citizen-


4.5.1

Information campaigns can

be designed for different purposes

4.5.2

Thousands engagedthrough ‘Complete

Communities’ initiative in Oregon

City of Charlotte and Mecklenburg County

Logo for the Charlotte-Mecklenburg communications and public par-ticipation program developed to help secure funding to implement thearea’s 2025 Transit/Land-Use Plan.

http://www.housingillinois.org

driven. A steering committee with 60 residents worked with the consultants to refinethe outreach strategy, identify potential partners, and provide volunteer facilitatorsand organizers.

During 2000 and 2001, volunteers facilitated or attended more than 100 meetings,festivals, county fairs, and other events. Special efforts were taken to involve Hispanicresidents, the largest minority group in the county (5 percent of the population), andyouths. The effort also included questionnaires mailed to every household in the county, a scientific telephone survey, door-to-door outreach, and focus groups.

Other campaign elements included a media kit (including a news release, countymap, issue papers, fact sheets, and “perceptionnaire”); monthly news releases or newsupdates; regular coverage in the county’s newsletter, Citizen News; production ofthree special video programs that aired on the local government access cable channel; a special website that provided current information and encouraged participation; and two community congresses, large public meetings involving about140 participants each, where recommendations were drafted on a number of issuesincluding environmental quality, education, and public safety. The second communi-ty congress was broadcast live on cable television to more than 100,000 householdsin the county and 350,000 households in the region.14

As part of its follow-up to Complete Communities and recommendations by citizensthat they have a stronger role in decisions that affect them, the county developed asecond phase called Completing Connections. During this phase, two more commu-nity congresses were held and three pilot communities were selected to help developgovernance models for unincorporated areas. In August 2005 the county adopted ahamlet and village ordinance that was patterned after models developed in the pilotcommunities with public participation.15

(For a copy of the public and media relations report for Complete Communities, visithttp://www.co.clackamas.or.us/community/finalreport/media.htm.)

City officials in PembrokePines, Florida, also under-took an information cam-paign but to address a dif-ferent challenge: in lessthan two months, gatherenough voter support toensure passage of a $100million bond referendum.

Leading the way wasMayor Frank Ortis whokicked off the effort withan evening meeting forhomeowner association presidents. He rallied the 200 people whoattended, asking them to be ambassadors for the referendum.16


4.5.3

Information and outreach help Florida community pass$100 million bond

City of Pembroke Pines

The mayor and other officials from Pembroke Pines,Florida, were joined by two citizen organizations andothers that helped gain support for a $100 million bondreferendum. Voters approved the measure.

http://www.co.clackamas.or.us/community/finalreport/media.htm

Earlier that same day the city had issued its first news release aboutthe upcoming vote, including a list of projects and capital improve-ments to be financed by the bonds.

Mayor Ortis spent the next month speaking with residents about theimprovements and amenities the bonds would finance, including anew community center, soccer fields, and road repairs. Three weeksbefore the March 8 vote, the city spent approximately $50,000 toproduce and mail an information brochure to every household. Sixpublic meetings also were held to explain how the bond revenueswould be used and to answer questions.

Complementing the city’s efforts were two nongovernment groups:Building Our Future Committee led by former state legislator FredLippman and Vote Yes for Pembroke Pines’ Future led by BrowardCounty Clerk of Courts Howard Forman. The groups solicited dona-tions, printed and distributed brochures, and sponsored radio andnewspaper ads in support of passing the bonds.17

Service clubs and individuals also played an important role in gen-erating voter support. The West Pines Optimist Club executive board,for example, sent e-mail messages to 2,000 likely voters asking fortheir support. Local football commissioner Vincent Grippa also sente-mails, reaching some 500 families with children involved in teamsports. He noted that the bonds “would pay for shade covering onbleachers, playgrounds and a building at Chapel Trail where footballplayers and cheerleaders could store their equipment.”18

This targeted outreach helped offset efforts of opponents whoargued against the measure because taxes on homes and other realproperty would rise in order to pay back the bonds. Voters going tothe polls approved the bond proposal by a 52-47 percent margin.For a copy of a communications plan based on Pembroke Pines’ ref-erendum see Section 10, Appendices, Pembroke Pines Plan.

________________________________________________________________

1 Cramer, John. 1998. “Roanoke Still Seeks Chief Planner.” Roanoke Times & World News, November 2,Virginia Section. p. C1.

2 Money, Jack. 2001. “New Planning Director Maps Priorities.” Daily Oklahoman, April 21, News Section, p. 1.

3 Bunnell, Gene. 2002. Making Places Special. Chicago: Planners Press. (Chapter 10 of supplemental case studies CD-Rom.)

4 Ibid, Chapter 10 of supplemental case studies CD-Rom.

5 Ibid, p. 19.

6 Ibid, p. 511.

7 Center for Urban Policy Research. 2000. The Costs and Benefits of Alternative Growth Patterns: TheImpact Assessment of the New Jersey State Plan. New Brunswick, N.J.: Center for Urban PolicyResearch Press.

8 Grow Smart Rhode Island. 1999. The Costs of Suburban Sprawl and Urban Decay in Rhode Island.Web page (accessed May 20, 2005). Available at http://growsmartri.com/grow_smart_reports.html.


4.5.4

Service clubs andindividuals playedan important role

in getting voter support for the bonds.

http://growsmartri.com/grow_smart_reports.html

9 Chicago Metropolis 2020. 1999. The Metropolis Plan: Choices for the Chicago Region. Web page(accessed June 15, 2005). Available at http://www.metropolisplan.org/5_3.htm.

10 Levy, Dan. 2005. “Mayor Pushes Downtown Plans.” San Francisco Chronicle, March 24, 1C.

11 Jojola, Lloyd. 2004. “City Opens Discussion on Density, Sprawl.” Albuquerque Journal, November 7, 4B.

12 Smith, Heather. 2000. “The Legacy of Burnham in 2020: An Analysis of the Chicago Metropolis 2020Plan in Relation to the 1909 Burnham Plan of Chicago.” Unpublished master’s thesis. Department ofUrban Planning, Columbia University.

13 Complete Communities for Clackamas County. 2001. “Executive Summary.” Web page (accessed August 27, 2005). Available at http://www.co.clackamas.or.us/community/execsum.htm.

14 Clackamas County, Press Release, August 11, 2005. “Clackamas County Adopts Hamlet and VillageOrdinance.”

15 Complete Communities for Clackamas County. 2001. “Public and Media Relations Report.” Web page(accessed August 27, 2005). Available at http://www.co.clackamas.or.us/community/finalreport/media.htm.

16 Kollin, Joe. 2005. “Pines Pushes Tax Hike; Voters Urged to Support $100 Million Bond Issue.” SouthFlorida Sun-Sentinel, January 30, Community News, p. 1.

17 Kollin, Joe. 2005. “Pines Set to Spend; Bond Issue Projects to Hit the Fast Track.” South Florida Sun-Sentinel, March 13, Community News, p. 1.

18 Sherman, Amy. 2005. “Bond Vote: Condos’ Clout is Waning.” Miami Herald, March 14, 1B.


http://www.metropolisplan.org/5_3.htm

http://www.co.clackamas.or.us/community/execsum.htm

http://www.co.clackamas.or.us/community/finalreport/media.htm


“Conflict is an inevitable component of most planning processes.How well such conflict is managed can be the difference betweenstalemate and progress.”1

— James L. Ariail III, AICP, Daniel P. Dozier, and Allyn Finegold

Conflict may arise around a host of planning issues, from locating big-box retail,annexations, and building moratoria to eminent domain and inclusionary zoning.When you are working in a contentious atmosphere, effective communications canhelp pre-empt, limit, and resolve disagreements. It is especially helpful to have an out-reach plan designed to foster stakeholder dialogue and build consensus among allinvolved parties.

5.1 Plan in advance

A communications plan will help ensure that you act purposefully and strategically.The strategies you devise for moving target audiences to resolution and action are crit-ically important in contentious situations, and merit careful thought and determinedexecution to avoid unintended consequences.

Your plan should include:

• Specific, achievable objectives. Think about your broad goal. Is it to securecity or county council approval of a plan, or bring opponents around to sup-porting an affordable housing project? Then consider the specific communica-tions objectives that can help you achieve that goal. You may need to spur sup-porters to testify at a public hearing or secure media placements that conveymessages countering arguments of opponents.

• A list of target audiences (typically issue stakeholders). Your list shouldinclude a brief paragraph for each group, spelling out its stand on the issue athand as well as relevant interests and motivations. It is important to under-stand whom you need to reach, who is on your side of the issue, who is work-ing at cross-purposes, and who can be won over. Audience groups that lean inyour direction should be priorities because they can be mobilized withoutexcessive cost.

Contentious Situations

Section 5

5.1.1

Suggestionsfor developing outreach plans forcontentious issues

• Strategic guidelines. Your strategies should be grounded in your understand-ing of your target audiences, their motivations and interests, and the commu-nications environment at-large, and succinctly state how you will move target-ed groups to desired action. Communications strategies for controversial situa-tions frequently entail positioning and framing issues and decisions (e.g.,“frame the mixed-use development as the best mechanism for encouraginginvestment and economic activity in the neighborhood...”).

Avoid repeating charges, claims, or statements used by opponents when yourespond to their arguments. Repeating a negative claim, even if false, only rein-forces the negative statement. You also should remember that controversy canstem from any one of a variety of causes—including misinformation, the beliefthat one is not being heard, a fundamental conflict of interest, or a differencein values—and tailor your strategies to address that underlying cause.

• Messages. Your plan will need to include messages for each of your targetaudiences. Make sure they appeal to the interests and motivators identified inyour priority audience profiles.

When crafting messages for contentious situations, pay particular attention toyour word choice. Words that mean one thing to you may have an entirely differ-ent meaning to your audience. While you cannot control how others interpretyour words and messages, being sensitive to how others are likely to perceive yourmessages is important. Consider the experience of planning author and professorJames A. Throgmorton when he was a city council member in Iowa City, Iowa:

“I did not foresee, for example, that high density, sustainable devel-opment, affordable housing, to a lesser extent education, and in abroad sense democracy would become such contested concepts. Atfirst I simply claimed that increasing the density of development onthe fringe of the city would be good policy, but I quickly learned thatothers interpreted that to mean simply packing more dwelling unitstogether, probably in apartment complexes and possibly in thealready developed parts of the city.”2

• A list of spokespeople. If you have the opportunity, identify spokespeoplewho have authority, credibility, and sway with your target audiences.

• A list of materials you will produce and activities you will undertake to

convey messages and advance your objectives. These can range fromproducing a direct mail piece to conducting a series of desk-side briefings formetro reporters to facilitating face-to-face meetings involving parties on bothsides of an issue.

San Francisco-based community relations consultant Debra Stein notes thatcitizen opposition to development often results from misinformation or exag-gerated fears about project impacts. In such cases, making yourself available tolisten and clarify misconceptions with accurate, objective, and factual informa-tion may be all that is necessary to resolve a situation.3


• A timeline for action. This details issue milestones, production timelines formaterials, and dates for activities.

5.2 Reach out to stakeholders before they contact you

“The more people feel they are a part of planning, the less likelythey are to stand up and scream about it.”4

— Daniel Howe, AICP, Raleigh, North Carolina

No political leader, developer, advocate, or citizen wants to be kept in the dark aboutdevelopments in which he or she has a professional or personal stake.Communicating with stakeholders before they contact you can help you pre-emptand blunt controversy, and, importantly, gives you an opportunity to choose andshape the context in which information is presented. You may find it helpful tofollow the lead of the planning department in St. Paul, Minnesota, which has astanding rule to notify affected neighborhood organizations about proposed propertyre-zonings within 24 hours of receiving such requests.

In an effort to lessen neighborhood objections to infill housing proposals because ofconflicting architectural styles and other concerns, planners in Portland, Oregon,have sought ideas from the public about the issue and helped educate citizens abouthow the infill design and review process works.

In 2004, for example, the Portland Planning Bureau recruited citizens tocreate an advisory group, the InfillDesign Committee. The initiativebrought together representatives ofneighborhood coalitions to meet month-ly to provide recommendations regard-ing low- and medium-density housing inmulti-dwelling zones and similar devel-opment in commercial zones.

Neighborhood organizations supportiveof Portland’s infill development plansand goals were also involved. Southeast Uplift, a coalition of 21 neighborhoods, spon-sored tours of successful infill projects to publicize compatible and affordable hous-ing built in Portland’s east side.5 In nearby Lake Oswego, planners began the CityLearning Series, an educational forum to help inform interested residents about theinfill design and development process.

Since the 1980s Arlington Heights, Illinois, has been revitalizing its down-town, guided by a plan that received APA’s 2001 National Planning Award forImplementation. Among the initial changes were erecting two residentialhigh-rise rental buildings and adding new parking garages, while adhering

5.2.1

Planners in Portland respond to controversy byfacilitating publicunderstanding and involvement


Portland Oregon Visitors Association / Brent Bradley

To help lessen controversies involving infilldevelopment in Portland, Oregon, planners therecreated a citizens advisory group to help addressneighborhood concerns about the issue.

to guidelines designedto maintain the commu-nity’s historic character.6

Although elected offi-cials and planners hadstressed the economicbenefits that rebuildingthe downtown wouldhave for the entire vil-lage, a small but vocalminority group of resi-dents living next to a

proposed mixed-use site objected. They were opposed to the height of a proposed 15-story condominium tower and to closing one block of a nearby street.

The condominium tower was reduced to 13 stories after a series of hearingson the project. But opponents still filed a petition calling for a voter referen-dum prohibiting exemptions to the city’s 90-foot building limitation, whichthe new condominium would exceed. The village commission turned downthe petition, however, and an attempt to stop the project with a lawsuit alsowas unsuccessful.

Village officials had not printed brochures describing the proposed project because of fears that residents would misinterpret the information.Looking back on the controversy, however, Arlington Heights VillagePresident Arlene Mulder said, it was clear there had been a “need to haveaccurate information.”7

She said that the village took several steps in the wake of the controversy toimprove communications with residents, including printing village boardmeeting agendas in a local paper, televising board and committee meetingson a cable-access channel, and using the village’s web site.8

When a subsequent controversy developed in 2004 and 2005 over the pro-posed construction of three five-story condominium buildings near anadjoining community, village officials published a fact sheet to dispel misin-formation about the new housing units. Village President Mulder also metwith residents who were opposed to the condominiums. A scaled-back ver-sion of the project was ultimately approved.9

5.3 Engage your audiences on emotional and factual levels

Addressing audience concerns, especially in seemingly intractable controversies, mayrequire addressing not only factual issues, but also relational and emotional concerns.According to University of British Columbia professor Leonie Sandercock, when rela-tionships are driving a land-use or resource management conflict, “something morethan rational discourse among concerned stakeholders” is needed to address the prob-


5.3.1

Leonie Sandercockon conflict: Address

relational and emotional concerns

Village of Arlington Heights Department of Planning and Development

Arlington Towne Square, a mixed-use development in down-town Arlington Heights, Illinois.

5.2.2

Planners inArlington Heights,Illinios, use public

outreach to helpresolve controversial

issues involvingdowntown

redevelopment

lem. She recommends making room for and encouraging emotional involvement andresolution among stakeholders.10

John Forester, a professor in Cornell University’s Department of City and RegionalPlanning, encourages planners to appreciate that “emotions can be modes of under-standing,” and that “ambiguity presents not just confusion, but real opportunities topropose well-crafted solutions, especially in unpredictable situations.”11

5.4 Facilitate dialogue

“As the potential impact upon stakeholders increases... public education and dialogue become more important.”12

— Ariail, Dozier, and Finegold

In a controversial situation, effective communications require more than thedissemination of messages and materials: You will greatly increase your chances ofsuccessfully resolving conflict if you create forums for and encourage stakeholders toengage in dialogue and debate. This does not mean you are free to abandon yourmessage strategies and talking points in the midst of conflict, but that you should be careful to build into your statements acknowledgment of diverse perspectives and interests.

5.5 Frame your issues

A planner contending with a controversial situation should take care to frame theissue at hand in a way that promotes resolution. As noted in Section 2, framing is theart of shaping the perspective of your audiences—or setting the context in which theyevaluate factual information. In planning your outreach, you should strive to selectthe frames that will best appeal to your target audiences’ interests and values, and useyour messages to establish those frames in your audiences’ minds.

To develop frames, you can build on the APA core messages. Consider framing yourassertions in terms of higher order values such as opportunity, fairness, democraticparticipation, security, or environmental preservation. In addition, because economicinterests are a powerful motivator, you should always consider and address what youraudiences stand to gain or lose if the plan or proposal is implemented.

Framing also can be used to set direction for meetings. As you issue invitations, appeal toinvitees’ interests and set expectations in advance. You are more likely to elicit a positiveresponse, for example, if you approach a hostile audience with an invitation to air con-cerns or review a proposal rather than an invitation to listen to a work-in-progress report.

Elaine Cogan of Cogan Owens Cogan, a planning and communications firm in Portland,Oregon, successfully managed a meeting of more than 400 citizens in Damascus, Oregon,who turned out for a meeting on the hot-button issue of projected growth. Cogan says themeeting was a success because she framed the discussion not in terms of whether


5.5.1

Invite participantson the basis of their interests

5.5.2

Framing also usefulfor setting directionof public meetingdiscussions

growth would happen, “but when and how growth should occur. That was the key—giving people choices about how something inevitable such as growth should be managed.13

5.6 Focus on values

“For the public to wrestle effectively with choices, it is necessary toreverse the emphasis: the values implicit in choices must be madeexplicit, and the technical considerations must be shoved into thebackground.”14

— Daniel Yankelovich, Coming to Public Judgment

Although controversy sometimes revolves around a lack of understanding or misin-formation, conflicting interests or morals also can be a source of contention. In theseinstances, the best way to help parties identify common ground and build forwardmomentum is with a values-based approach.

Such an approach works by pushing stakeholders to get past arguing facts and tech-nicalities to find commonalities in the values that underlie their respective positions.While parties may not agree on the specific facts regarding a situation or invoking pri-orities that seem to be opposed to each other, chances are they can step back from thespecifics to identify more fundamental shared values.

Facilitating such a process requires skill andcommitment. It is an art as well as a science,and necessitates careful listening to ferret outunderlying values, as well as creative think-ing to bridge opposition and craft practicaloptions for mutual gain.

This values-based approach has helped civicleaders and planners identify commonissues and concerns in Salt Lake City(http://www.envisionutah.org; see also sepa-rate box story about Envision Utah in Section2) and in Osceola, Orange, Seminole, Lake,Volusia, Brevard, and Polk counties in centralFlorida (http://www.myregion.org).

5.7 Use informal channels

“The more you can work out the problems informally, the better.”15

— Paul Zucker

Another way to resolve contentious situations is by gathering stakeholders for infor-mal conversations out of the public eye and media spotlight. You should remember,however, to stick to your strategies and messages even in informal settings so that yousend consistent signals.


5.6.1

Values cause conflict but

also provide for solutions

5.6.2

Addressing value-driven

conflict requiressustained and

skillful effort

myregion.org

A new study from myregion.org, anorganization of civic, business and insti-tutional leaders and citizens from sevencentral Florida counties. The group isundertaking a collaborative planningeffort to make the area more competi-tive in the 21st century.

http://www.envisionutah.org

http://www.myregion.org

5.8 Use honesty and sensitivity to build trust

While you are striving to get past a mindset in which stakeholders see contentiousplanning situations as zero-sum games, you will not be credible if you portray everyresolution as a happy win-win. In such situations, honesty and sensitivity will helpyou establish and maintain long-term credibility. Notes John Forester:

“With every decision, program, or resolution that they must publicly explainor justify, planners will face a further choice: to pretend that no one loses andto ignore their losses, or to acknowledge respectfully and sensitively the los-ers and their losses in the specific case at hand. …When developers valuefinancial gains, residents value affordable housing and services, environ-mentalists value open space and natural resources, those commitments andfears don’t simply cancel each other out. Planners who ignore these commit-ments and fears will be perceived as callous, unresponsive, paternalistic,arrogant and presumptuous—as bigger parts of the problem rather than asfacilitators of real solutions."16

________________________________________________________________

1 Dozier, D., Ariail, J., and Finegold, A. 2003. “Stakeholder Collaborative Processes for Consensus Building on Planning Issues.” Web page (accessed September 14, 2005). Available at http://www.planning.org/practicingplanner/.

2 Throgmorton, James A. 2000. "On the Virtues of Skillful Meandering, Acting as a Skilled-Voice-in-the-Flow of Persuasive Argumentation." Journal of the American Planning Association 66, no. 4: 371.

3 Stein, Debra. 1997. “Dealing with an Angry Public.” Journal of the American Planning Association 63, no. 3: 400.

4 Knack, Ruth. 2002. “Plan Rage! And What To Do About It.” Planning, December, 10-14.

5 Nkrumah, Wade. 1999. “City Tour Belies Objections to Infill Development.”The Oregonian, August 24, E3.

6 Andrews, James. 1994. “Outstanding Planning: Implementation, Downtown Arlington Heights.”Planning, March, 10-11.

7 Galo, Maria. 2000. “Reducing Friction; Village Officials Learn a Lesson From Battle Over Condominiums.” Chicago Tribune, April 27, Local Section, p. 33.

8 Ibid.

9 Zalusky, Steve. 2004. “Mulder Talks with Condo Opponents.” Chicago Daily Herald, September 8, News Section, p. 3; McLaughlin, Amy. 2004. “Arlington Heights Offers Condo ‘Fact Sheet’.” Chicago Daily Herald, September 21, News Section, p. 6; Meltzer, Erica. 2005. “Village OKs Condominiums.”Chicago Daily Herald, May 17, News Section, p. 1.

10 Sandercock, Leonie. 2004. “Towards a Planning Imagination for the 21st Century.” Journal of the American Planning Association 70, no. 2: 139.

11 Forester, John. 1994. “Bridging Interests and Community: Advocacy Planning and Challenges of Deliberative Democracy.” Journal of the American Planning Association 60, no. 2: 154-155.

12 Dozier, Ariail, and Finegold. “Stakeholder Collaborative Processes for Consensus Building on Planning Issues.”

13 Cogan, Elaine. 2006. Partner in the Portland, Oregon, planning and communications firm of Cogen Owens Cogan. E-mail correspondence with Denny Johnson, January 16.

14 Yankelovich, Daniel. 1991. Coming to Public Judgment. Syracuse: Syracuse University Press.

15 Stein, Debra. 1997. “Dealing with an Angry Public.” Journal of the American Planning Association 63, no. 3: 400.

16 Forester. “Bridging Interests and Community”: 155-156.


http://www.planning.org/practicingplanner/


“Professional planners need citizens with fire in the belly, who wantgood planning because the consequences of bad planning and polit-ical mismanagement of the development front are too costly.”1

— Robert Manley, Adjunct Professor of Planning, University of Cincinnati

Relationships with community influentials—whether elected officials, business lead-ers, developers, neighborhood organizations, municipal employees, engaged citizens,or other stakeholders—are pivotal to successful planning. These groups are the criticalconstituents in dynamic and ever-changing networks that can help or hinder depend-ing on how they are cultivated, nurtured, supported, and utilized.

Planners are naturally positionedto work with such individualsand organizations—in many dif-ferent ways. Partnerships vary aswidely as the circumstances andcommunities involved. They maybe mandated or voluntary, localor regional, formal or informal.

However organized, successfulpartnerships don’t happen bythemselves. They grow out oftrust, cooperation, and initiative.According to University of NorthCarolina professor Raymond Burby, FAICP, the challenge in bringing other peopleand groups together to achieve a common purpose is “to use information, persuasion,and other means to bring about a mutual understanding, minimize or resolve poten-tial disputes, and achieve consensus on a course of action.”2

As with any ally development effort, forging successful partnerships involves identifyinginterested and affected stakeholders and determining what values they have in common.Good communication is needed to keep network members informed and connected aswell as to address concerns of persons or groups with opposing views or differing agendas.

Allies andPartnerships

Section 6

Florida Chapter of the American Planning Association

Florida Chapter of APA members Marcie Stenmark (left)and Melissa Zornitta, AICP, (right), with Florida SenatePresident Tom Lee (center). The chapter worked withstate legislators to secure Senate Bill 360, a significantgrowth management and infrastructure funding billsigned by Governor Jeb Bush in 2005.

As you think about building a network of supporters and allies, your first step shouldbe considering exactly what you want to accomplish. Is the goal to update a compre-hensive plan, provide affordable housing, revitalize an aging downtown or inner-ringsuburb, or protect prime farmland from being lost to suburban and exurban develop-ment? Identifying your allies depends, in part, on what you are trying to achieve.

6.1 Receptive audiences

Speaking to civic and service organizations, such as the Rotary, Kiwanis, Lions, andLeague of Women Voters, is a good place to start building a network of supportersand allies. Many of these groups meet regularly, and local newspapers often covertheir guest speakers. Civic associations are self-selected groups of people with genuineinterest in the value and well-being of the places where they live and work. As such,they also can be important allies when the need arises.

6.2 Engaging all stakeholders

Once you have identified potential partners, the next step is getting them meaning-fully involved in the planning process.

Rochester, New York, Mayor WilliamJohnson Jr. wanted every resident tobe involved with planning the city’sfuture, so he formed the NeighborsBuilding Neighborhoods Institute tocreate “a body of citizens so steeped inthe planning process that they becomestewards of their neighborhoods.”3

The institute launched an aggressiveoutreach and citizen training program

in 1994 that included free technical and leadership training so citizens could do “verysophisticated planning.” Accomplishments to date include integration of 10 neigh-borhood sector plans into the city’s new comprehensive plan, formation of land truststo create parks and rehabilitate vacant buildings, and formation of several communi-ty development corporations.4

Planners in Kansas City, Missouri, took a series of incremental steps to help themdevelop closer cooperation with citizens involved with the Forging OurComprehensive Urban Strategy (FOCUS Kansas City) planning effort:

Groups with similar interests were first brought together to begin discussingdeveloping an implementation plan for the comprehensive urban strategy.Later, after the dialogue had gained momentum, teams with differing inter-ests were brought together. At subsequent meetings, involving 300 peopledivided into seven teams, participants were required to produce a product—


6.2.1

Rochester, NewYork, mayor encour-ages all residents to

be citizen planners

6.2.2

Small steps used to build

cooperation inKansas City,

Missouri

City of Rochester

Residents participating in a planning workshop inconnection with Rochester, New York’s citizensplanning institute.

chart, table, or document—to keep their attention focused on a commontask. This exercise helped keep enthusiasm high while minimizing opportu-nities for disagreement. Each phase of FOCUS Kansas City laid the founda-tion for the next, so planners could achieve successively more difficult goals.

FOCUS, which received a 1999 APANational Planning Award, used sev-eral channels for outreach: leadersbegan by soliciting organizations’input via mail, then reached outthrough public-access televisionand talk radio, and ultimately dis-tributed 350,000 newspaper insertsto keep citizens throughout the cityinformed and interested in partici-pating. After the plan was adoptedin 1997 and attention turned toimplementation, the city’s commu-nications office was expanded to ensure a better exchange of informationand opinions between city hall and residents.5

It’s helpful to have as many parties as possible, including final decision-makers,involved, as appropriate, at each step of the way. For instance, planners in Arlington,Texas, working with the local chamber of commerce, created the Futures Committeeto involve people with all kinds of backgrounds and attitudes in charting a course forthe city’s future. The group included neighborhood representatives, faith-based groups,economic development and business groups, ethnic and advocacy organizations, edu-cators, social service workers, arts and culture groups, government organizations, andcommunity-based groups.6

Partnerships may start with a limited set of objectives that later evolve into moreambitious goals. On-going communications and regular meetings led the jurisdic-tions belonging to the Southern Nevada Regional Planning Commission in 2003 tosign an agreement, of their own accord, requiring local land-use practices to complywith the area’s regional plan—even though the commission’s original charge did notrequire anything more than monthly meetings and retention of an advisory staff fortechnical issues.7

6.3 Keeping parties engaged

In order for a plan to move forward, especially if it involves contentious issues, par-ticipants must feel it is worthwhile to participate. When parties have a zero-summindset and think someone else’s gain will cause them a loss, discussing mutualbenefits is virtually impossible. Before you attempt to reframe an issue and exploreareas of mutual benefit, it is important to listen to and understand the reasons foropposing points of view so that you can build trust and begin to establish dialogue.This is what planners working on an endangered species conservation plan for San Diego did:

6.2.3

All issues put on the table inArlington,Texas


Kansas City Planning and Development Department

One of the citizen involvement meetings heldduring the FOCUS Kansas City planning effort.

6.2.4

Regular communi-cation helps south-ern Nevada commu-nities recognizeregional issues

When a major overhaul of the San Diego, California, waste water system inthe 1980’s was required to meet federal standards established in the CleanWater Act, the U.S. Environmental Protection Agency conducted an impactstudy that found that more than 90 candidate, proposed, or listed state orfederal endangered species in the 900-square-mile sewer district could beadversely affected.8 San Diego officials were given a choice either to developa district-wide conservation habitat plan, or have much of the area’s futuredevelopment challenged, depending on where it was proposed and whatthreatened or endangered species could be adversely affected.

Given the consequences and delays thelatter approach would entail, the city,county, and other jurisdictions initiated aMultiple Species Conservation Program(MSCP).9 Developing the conservationprogram involved monthly meetings thatcontinued for nearly six years, authorGene Bunnell, AICP, notes. At these meet-ings, attendees addressed concerns suchas fear that eminent domain would beused to acquire sensitive lands for specieshabitat protection and restrict overalldevelopment. Ultimately, the plan speci-fied that only land from willing sellers

would be set aside for conservation purposes. Other provisions gave devel-opers assurances on where building could occur without federal interference.

Since the plan, guidelines, and implementation measures were adopted in1997, the program has been implemented largely as originally envisioned.During the past eight years, only nine percent of development has occurredinside the habitat planning area,10 which eventually will encompass 172,000acres or 30 percent of the sewer district.

6.4 Strategic alliances

Community revitalization and economic development plans prompt many strategicpartnerships—and can actually help neighboring jurisdictions turn rivalries intoalliances. In Cleveland, Ohio, decreasing populations and declining property valuesled seven older suburbs surrounding the city to form the First Suburbs Consortiumin 1996. Planners from the Cuyahoga County Department of Development andPlanning worked with economic development and elected officials to establish thegroup. Today 16 cities and towns belong to the consortium, which also has served as amodel for similar efforts in Toldeo, Ohio, and elsewhere.11 (For additional information,visit http://www.marc.org/firstsuburbs/members.htm and http://www.firstsuburbs.org.)

Cooperation also helped a group of cities along the Ohio River in Beaver County,Pennsylvania, gain more than they had previously accomplished separately. Beforeentering the partnership, the towns competed against each other for federalCommunity Development Block Grants, which limited the chances of their receiving


6.3.1

Planners addressdeveloper doubts

when crafting conservation plan

for San Diego,California

San Diego County Multiple Species Conservation Program

One of the areas of wildlife habitat inSan Diego County, California, protectedas a result of planning efforts there.

6.4.1

Inner-ring suburbsin Ohio join togeth-

er to solve jointproblems

6.4.2

Small Pennsylvaniacommunities

cooperate to securefederal funds

http://www.marc.org/firstsuburbs/members.htm

http://www.firstsuburbs.org

funding and led to disjointed design and materials in adjoining communities. To getaround these problems, everyone had “to agree to wait,” says New Brighton TownManager Larry Morely. “That [was] the whole key.” In 2001, the RivertownPartnership’s communities agreed to do just that; they now apply jointly for one blockgrant at a time.12

To advance housing choice and increase home affordability, several communities ineastern King County, Washington, formed A Regional Coalition for Housing (recip-ient of the 1999 APA-HUD Secretary’s Opportunity and Empowerment Award). Theidea for this partnership, formed in 1992, originated in a citizen task force.13 Otherexamples of strategic partnerships and alliances that planners have undertaken arerevitalization efforts along South Broad Street-Avenue of the Arts in Philadelphia,Pennsylvania (recipient of APA’s 2005 Outstanding Planning Award forImplementation) and in a 15-block neighborhood bordering Trinity College inHartford, Connecticut (recipient of APA’s 2000 Outstanding Planning Award for aSpecial Community Initiative).


6.4.3

Examples of partnershipsaddressing affordable housing,urban revitalization

Keeping Washington Growth Control On Course

With the state's Growth Management Act (GMA) under increasing attack, inearly 2002 the Washington Chapter of APA (WAAPA) began, in the words ofthen chapter president Lisa Verner, AICP, “speaking up for what’s right aboutGMA, as well as what needs close reexamination.”14

The chapter not only began speaking out, but it developed strategies andpartnerships to ensure that elected officials heard the chapter's concerns andamendments strengthening the act were adopted. In recognition of theirefforts, the group also received an American Planning Association 2005Karen B. Smith Chapter Award for Outstanding Outreach to the Community.

Providing the basis for the chapter's messagepoints and subsequent legislative priorities wasan on-line survey that asked chapter members toidentify examples of GMA successes as well asareas needing improvement. The findings, reviewedby a blue-ribbon panel, were published as thereport, “Livable Washington, APA’s Action Agendafor Growth Management” (http://www.washington-apa.org/pdf/LivableWashington.pdf). Released inNovember 2002, the 12-page study was sent tothe governor, all state legislators, local officials,and selected media outlets as well as chapter members.

Chapter members were encouraged to use the report's findings to educatelocal leaders and area residents about growth management in the state. Atthe same time, chapter leaders met with elected and appointed state offi-cials and made presentations to various groups, including the GrowthManagement Policy Board of the Puget Sound Regional Council. The pre-

6.4.4

Chapter uses surveyof members asbasis for specialreport on stategrowth act

http://www.washington-apa.org/pdf/LivableWashington.pdf

6.5 Public-private planning partnerships

Activating a network of allies and supporters to generate excitement, interest, andsupport for planning is critical for another reason: attracting investor and institutionalbacking for planning and plan implementation. “Private investment follows publicleadership,” says nationally known planning consultant John Fregonese. “If developersknow the city has a vision, they will be more willing to invest.”16

This was the path planners in Chattanooga, Tennessee, followed in the early 1980swhen they began a series of steps that led to Tennessee Riverpark: Chattanooga, thecity’s 1985 Riverpark master plan and recipient of a 1998 APA National PlanningAward for Implementation. The city and Hamilton County enlisted the Lyndhurst


sentations, in turn, helped the chapter build credibility with other organiza-tions also concerned about attacks on the state's growth act.

Following a meeting with officials from the state Department ofCommunity, Trade and Economic Development to discuss strategies toaddress the chapter’s new agenda, WAAPA and the department agreed tohost representatives from organizations with a stake in the GrowthManagement Act. The goal, according to Verner, was to determine if a coali-tion of groups from various perspectives could work together and reach aconsensus on various proposals.

Roughly a dozen groups—including the Washington Farm Bureau, League ofWomen Voters, Washington Association of Realtors, and the NationalAssociation of Industrial and Office Properties—originally embraced theidea. (The working group has since expanded to include representatives ofthe Association of General Contractors. The Association of WashingtonBusiness and the Building Industry Association of Washington have beeninvited to join, but have not yet accepted.) A facilitator was hired and a meet-ing was held where group representatives realized a better understanding ofthe issues was needed before taking further steps. Following educationalpresentations by a subgroup, a name was selected and the GrowthManagement Act Working Group was off and running.

In 2003 the working group adopted policy statements concerning GrowthManagement hearing boards, funding, and timelines for required updates(http://www.washington-apa.org/pdf/GMA%20PolicyStatement2004.pdf).The group also identified several areas of the act needing further attention.

“In the past, policy statements would have been developed and WAAPAwould have responded once they were issued,” notes past chapter presidentMichael Kattermann, AICP. “This time, we were at the table and affected theoutcome of that effort.”15

Four planner-supported amendments were approved in 2004 including meas-ures addressing industrial land banks and concentrated rural development.Also adopted was a gubernatorial directive to the Growth Management hear-ing boards to review administrative rules and make appropriate changes.

6.4.5

Like-minded organizations join

the Washington APA chapter in

coalition to addressgrowth issues

6.5.1

Partnerships andcooperation get

Chattanooga,Tennessee,

revitalizationstarted

6.4.6

Efforts lead to favorable amend-ments to growth

act being approved

http://www.washington-apa.org/pdf/GMA%20PolicyStatement2004.pdf


6.5.2

Political and foundation supportcritical to imple-menting St. Paul,Minnesota,mixed-use plan

Foundation to underwrite the cost of the $300,000 master plan. Stakeholders alsoformed a private, nonprofit entity, Chattanooga Venture, that was led by a 60-memberboard of directors appointed by the mayor.17

“The only charge the mayor gave theChattanooga Venture board was to lookbeyond their own agendas, and [to]come up with ideas and recommenda-tions that were in the best interests of thecommunity as a whole,” says RonLittlefield, AICP, who was Venture’s firstexecutive director and went on to beelected mayor of Chattanooga in 2005.18

Chattanooga Venture’s first task was Vision 2000, a six-month, high profile visioningexercise that involved some 1,700 people and resulted in 40 goal statements and spe-cific activities, projects, and initiatives.19 It, in turn, set the stage for the Riverparkmaster plan’s $750 million, 20-year implementation phase. A nonprofit public-pri-vate development corporation, the RiverCity Company, was formed in 1985 to guideimplementation. Its board of directors included the mayor, county executive, andchair of the city commission. Seven local financial institutions and eight local foun-dations provided funding for the company’s initial capitalization.20

Aligning city, business, development, financial, and citizen interests was cen-tral to a planning initiative’s success in St. Paul, Minnesota. In 1994 formerMayor Norm Coleman created the private St. Paul Riverfront Corporation tohelp planners implement what would eventually become the largest revital-ization effort in the city’s history. From the beginning, the RiverfrontCorporation sought to create interest and support for revitalizing sections ofdowntown that fronted the Mississippi River. Family walks, riverboat shows,annual dinners, and other community events were organized and publicized.There also were strategic reasons for holding the events: the aim was toinspire confidence among a skeptical public that plans for revitalizing brown-fields along the riverfront, including an area known as Upper Landing, actu-ally would be implemented.21

At the same time the mayor establishedthe Riverfront Corporation, internationalcity planner Ken Greenberg from Toronto,Canada, was hired to develop a generalframework plan to guide redevelopmentefforts in a four-square-mile area of thecity, much of which fronted the river.22

The other important development that ledthe way for implementing Greenberg’splan occurred in May 1998 when several

Chattanooga Area Convention and Visitors Bureau

Aerial view of Chattanooga, Tennessee’s river-front park, the result of a long-term planningand implementation program.

St. Paul Convention and Visitors Bureau

Downtown St. Paul, Minnesota, whereplanners have guided a 10-year revital-ization effort along a portion of theMississippi River.


6.5.3

Lewis and Clarkbicentennial

prompts MissouriRiver town to find

partners fornew park

major foundations (McKnight, F.R. Bigelow, 3M, Hugh J. Andersen, DaytonHudson, Mardag, Katherine B. Andersen, Wilder, and St. Paul) met withMayor Coleman to create a new nonprofit organization that would replacethe St. Paul Riverfront Corporation. The change was made to help ensure thatthe downtown revitalization effort would continue, even with a change in cityadministration.23 The planning payoff for these efforts arrived in April 2001when groundbreaking ceremonies were held for the first housing units in the$160 million, mixed-use Upper Landing urban village.24

Public-private partnerships and collaboration also were central to creating a new parkin Atchison, Kansas, a town of 10,000 on the Missouri River that received APA’s 2005National Planning Award for a Special Community Initiative. The city had beenselected to host a nationally recognized event commemorating the bicentennialanniversary of the Lewis and Clark 1804 expedition. A downtown master plan, com-pleted in 2000, recommended that a $4.5 million riverfront park be located along thecity’s eastern boundary. There was no time to waste if the park was to be completedin time for the July 4, 2004, Lewis and Clark celebration.

The Atchison Riverfront DevelopmentCouncil, organized in 2001, retained aprivate planning firm, HNTB, to devel-op the park plan. The council alsobrought together city officials, civic andlocal business leaders, state and federallegislators, private foundations, and citi-zens to fund and implement the plan.The park was finished in time for thecommemorative event, which attracted100,000 visitors.25

________________________________________________________________

1 Manley, Robert. 2003. "Have We Chased Away Citizens?" The Ohio Planner's News, May/June, 6.

2 Burby, Raymond. 2003. “Making Plans that Matter: Citizen Involvement and Government Action.”Journal of the American Planning Association 69, no.1: 33.

3 American Planning Association. 2002. “Competitive Communities: Linking Planning, Smart Growth and Economic Development.” Web page (accessed July 20, 2005). Available at http://www.planning.org/legislation/johnsonspeech.htm.

4 Ibid.

5 Kansas City Department of Planning and Development. 2005. “About FOCUS.” Web page (accessedSeptember 1, 2005). Available at http://www.kcmo.org/planning.nsf/web/about?opendocument.

6 Arlington, City of. 2004. “Arlington 2025 Comprehensive Plan.” Web page (accessed September 7, 2005).Available at http://www.ci.arlington.tx.us/planning/arlington2025.html.

7 Southern Nevada Regional Planning Commission. 2005. “Welcome to the SNRPC.” Web page (accessedApril 29, 2005). Available at http://www.snrpc.org/.

8 Bunnell, Gene. 2002. Making Places Special: Stories of Real Places Made Better by Planning. Chicago:Planners Press, pp. 488-89.

City of Atchison

The Lewis and Clark Pavilion, one of theamenities found in a new $4.5 million river-front park in Atchison, Kansas.

http://www.planning.org/legislation/johnsonspeech.htm

http://www.kcmo.org/planning.nsf/web/about?opendocument

http://www.ci.arlington.tx.us/planning/arlington2025.html

http://www.snrpc.org/

9 Ibid, p. 488.

10 Oppenheim, Ellen. 2005. Deputy city manager, City of San Diego. Memorandum, 2004 MSCP Annual Public Workshop–Summary Report, p. 9.

11 First Suburbs Consortium. 2005. “Northeast Ohio Consortium.” Web page (accessed September 15,2005). Available at http://www.firstsuburbs.org/neohio/index.htm.

12 David, Brian. 2004. “Beaver County River Towns Succeed in Planning, Funding Development Projects.”Pittsburgh Post-Gazette, November 4, Local Section, p. 6.

13 A Regional Coalition for Housing. 2005. “About ARCH.” Web page (accessed September 15, 2005).Available at http://www.archhousing.org/about_arch.htm.

14 Verner, Lisa. 2002. “Raise Your Voice and Participate!” (President’s Message). Planning Northwest, April,p. 3.

15 Kattermann, Michael. 2004. “And One More Thing” (From the President’s Desk). Planning Northwest,February, p. 3.

16 Claunch, Sally. 2004. “Expert to Help Plan City Center.” Fort Worth Star-Telegram, May 9, 1B.

17 Bunnell, p. 94.

18 Ibid, p. 94.

19 Ibid, pp. 96-7.

20 Ibid, p. 109.

21 Rybin, Virginia. 1998. “Riverfront Property on Road to Redevelopment.” St. Paul Pioneer Press, February23, Metro Section, p. 1.

22 Clark, Ronald. 1998. “Implementing the Future.” St. Paul Pioneer Press, May 7, 22A.

23 Rybin Virginia. 1998. “Foundations Commit to St. Paul Riverfront Development.” St. Paul Pioneer Press,May 29, Local Section, p. 2.

24 Balaji, Murali. 2001. “Ground Broken on Upper Landing Development.” St. Paul Pioneer Press, April 27, 2B.

25 Spivak, Jeffrey. 2005. “A Small Town with Big Plans.” Planning, March, 12-13.

Planners’ Communications Guide: Strategies, Examples and Tools for Everyday Practice 6.9

http://www.firstsuburbs.org/neohio/index.htm

http://www.archhousing.org/about_arch.htm

Richard Bernhardt, FAICP, sat in theback on a Wednesday night publicmeeting listening to the discus-sions about setbacks, alleys,driveways, and other issuesbefore the planning board. In acouple more weeks, he’d be at thefront of the room fielding thequestions himself. But for now,he was getting the lay of the landbefore starting his job as the newplanning director in Nashville,Tennessee. His reputation for suc-cessful public participation dur-ing his tenure in Orlando, Florida, depended on things like he was doing here—listening to his audiences and hearing their ideas first-hand.1

7.1 Planning and participation

Public participation is essential to the planning process—whether it entails a planningcommission meeting, zoning board hearing, or visioning exercise that is part of developing a comprehensive plan. Asa planner, you should be creating anatmosphere in local government thatencourages citizens to participate andexpress their concerns.

The late Sherry Arnstein, who wasrecognized as an AICP PlanningPioneer in 2005, developed a typol-ogy in 1969 that clarified the mean-ing of participatory government.Her eight-rung ladder of citizen participation remains a prescientexplanatory work and a referencepoint for planners and other localgovernment officials about what is and is not meaningful public

Public ParticipationSection 7


Nashville Metropolitan Planning Department

Citizens from Nashville, Tennessee, participatingin a planning workshop.

7.1.1

Arnstein’s typologyof public participationstill relevant today


Sherry Arnstein’s famous public participation lad-der. The higher rungs indicate more involved andmeaningful public participation.

participation. She divided her ladder into three segments: non-participatoryactions at the bottom (manipulation, therapy); tokenism in the middle (informing,consultation, placation); and citizen power at the top (partnership, delegatedpower, citizen control).2

Successful public participation often requires persistence. Obstacles and what initiallymay appear to be a failure can be the foundation for subsequent change, as occurredin Azusa, California:

In 1999 voters defeated by referen-dum a low-density, all-residentialhousing proposal that had beenapproved by the Azusa CityCouncil. Although the projectowner and developer had spent $3million to promote the originalproposal to residents, in 2002 cityofficials convinced the owners ofthe site to spend another $500,000to develop a second plan with sig-nificant citizen involvement.

A series of workshops and forums was used to craft the new plan, which pro-moted walkability and included mixed uses, higher densities, design varia-tions, and a new school. The driving force behind the effort was a core groupof 200 citizens, whose discussions were organized and facilitated by planners.

As this second plan neared approval by the city council, a group calledCitizens for Responsible Growth opposed the project because of its mixeduses and smaller lot sizes. Todecide whether the new planwould be implemented, a secondreferendum was held. Plannersand citizens who had workedtogether on the development’splan highlighted the strong partic-ipatory process used in its cre-ation. This time voters approvedthe redevelopment proposal by aresounding 75 percent margin.3

7.2 Feedback essential

Meaningful public participation willinclude a continuous and multidirec-tional flow of information among thepublic, key stakeholders, technicalprofessionals, and local decision makers.

7.1.2

Public participationpays off in Azusa,

California


7.2.1

Meaningful participation

includes continuousand multi-directional

feedback

City of Azusa

One of the public meetings held in Azusa,California, to prepare a mixed-use redevelopmentplan for the city.

��

��

�

��

Preparationof BackgroundMaterial (factsheets, reports)

CommunityDiscussion andFeedback(workshops,meetings,surveys, etc.)

Review by TechnicalAdvisory Group(departments,agencies, experts)

Data Collectionand Analysis(technical input)

Proceed toNext Phase

Possible Process for Review of HousingGoals, Strategies, Policies and Programs

Review byDecision-Makersfor Policy Feedbackand Direction

Community Outreach toEncourage Participation(notices, flyers, pressreleases, etc.)

Association of Bay Area Governments

The feedback loop created for the Association of(San Francisco) Bay Area Government’s housingplan, Blueprint 2001, by consultants Baird andDriskell Community Planning.

The Association of [San Francisco] Bay Area Government’s Blueprint 2001 describesthis as a “feedback loop.”

Ideally, community participation is an on-going process and the feedback loop isadjusted in both content and intensity to the size and scope of the project at hand. Asthe scale of the participatory effort increases, the intricacy of methods required forfacilitating and organizing citizen input increases as well. Consider the citizen-led initiativeto solicit ideas about the site of the former World Trade Center in New York City:

The 16-acre World Trade Center (WTC) site is hallowed ground, on a par withthe Gettysburg battlefield and USS Arizona Memorial. Yet, the area of the formerWTC is privately leased and even-tually will become an active partof the city’s social and economicfabric. How should the public beinvolved in the site planningprocess? Who are the stakehold-ers? Questions such as these andthe complexity of the situationclearly demand close attention toall interested parties’ perspectives.

The “Imagine New York” publicvisioning process, which receivedthe APA American Vision Award in 2003, involved several thousand people and more than 250 workshopsand charrettes at hundreds of locations throughout the metro area. It coveredtopics ranging from building materials to foreign policy. Eventually 19,000ideas were entered into a database, accessible via the Imagine website, and refined into 49 vision statements that were published in a June 2002summary report.4

Many of the ideas reinforced suggestions promoted by professionals, such asan insistence that replacement structures conform to local building codes fromwhich the original towers had been exempted. Other ideas provided contrast-ing viewpoints, such as whether anything at all should be built on the site.

While the citizen recommendations from Imagine New York were not part ofthe official decision-making process used for the site, the visioning processwas still worthwhile. As a result of Imagine New York, planners and citizens,along with other professionals, captured the ideas of thousands of citizensand organized them in a way that was heard by the media, elected officials,and decision makers. 5

When a group of citizens takes the initiative on a planning issue it need not put theplanning department on the defensive. Planners in Jefferson Parish, Louisiana, foundthemselves in such a situation and, by working with an engaged group of citizens,devised a plan that provided residents with a great sense of ownership:

7.2.2

“Imagine New York” collects andorganizes citizenideas concerning an effort of monumental significance


Municipal Art Society

One of the memorial workshops held during theImagine New York public visioning process.

7.2.3

Jefferson Parish,Louisiana, plannersdemonstrate that we don’t need to go on the defensivewhen citizens take the lead

Jefferson Parish residents knew some-thing was missing in the growth occur-ring around them when a master planfor the area had not been implementedafter 50 years. So in 1999 civic associa-tions from all over the parish decidedto seize the initiative and began anunprecedented cooperative campaignto move land-use planning forward.Witnessing their drive, plannersstepped in to help them take control oftheir parish’s future.

Planners effectively responded to the political will manifested in the citizens’proposal by initiating the Envision Jefferson 2020 project in 2000. Publicinvolvement in creating the plan represents one of the higher levels inArnstein’s public participation hierarchy. It was initiated with 36 educationalpresentations, then moved on to eight planning workshops, surveying, issueidentification exercises, planning open houses, and planning advisoryboards. Incremental movement toward greater participation produced a planthat became law in August 2003.6

7.3 Target your audience(s)

When it comes to effective communications, marketing and political professionalsrecognize that the “general public” doesn’t exist. That’s why terms like “securitymoms” and “NASCAR dads” surfaced during the 2004 election season. As shopwornas such phrases have become, they illustrate the importance of identifying groups withshared values and engaging them on the basis of those values.

The importance of values when interacting with the public cannot be overstated.Only a small percentage of any public audience takes the time to form an opinionbased on logical reasoning. Most audience groups take key pieces of the newly presented information and fit them within preexisting mindsets based on prior experiences. Citizen engagement can be improved by taking into consideration yourtarget audiences’ attitudes, opinions, and orientation toward an issue or situation.7

The effects of a project or sections of a plan must be divided into individual segmentsand the consequence of each segment explained in language meaningful to the targetedaudience’s shared values. Understanding how your audience will most likely receiveand interpret the information it hears through pre-existing values and informationschemas is one of the most important steps planners can take, especially whenaddressing controversial issues or situations.

Citizen engagement efforts often face skeptical audiences who remember past dis-appointments in local government, but skepticism can be addressed by a programof sustained outreach, as demonstrated in St. Paul, Minnesota (see example at7.5.1), and by intelligence gathering.

7.3.1

Divide messagesand position

them according to audience

interests


7.3.2

Address skepticism

with sustained outreach

Jefferson Parish Planning Department

A public workshop in Jefferson Parish,Louisiana, for the planning effort, EnvisionJefferson 2020.

Effectively positioning or framing a discussion requires both information about theaudience and a strategy for using that information in subsequent efforts. (For moreabout framing and communications based on audience values, see Section 2.) TheLake Tahoe Regional Planning Agency (TRPA) in California and Nevada, in cooper-ation with the U.S. Forest Service, the Lahontan Regional Water Quality ControlBoard, and the Nevada Division of Environmental Protection, did this as part of thePathway 2007 visioning project:

Past efforts to solicit publicinput about Lake Tahoewater quality protectionmeasures were fraughtwith paralyzing disagree-ments between full-timeresidents, vacation prop-erty owners, and visitors.This time planners used athree-pronged, collabora-tive strategy involvingfocus groups, visioningworkshops, and statistically reliable surveys to engage everyone who“enjoys, reveres, or profits from Lake Tahoe.”8

Two focus groups were held in the immediate area and six outside the regionin order to include Lake Tahoe property owners and visitors living in subur-ban Sacramento, the Sierra Foothills, Los Angeles, San Francisco, and north-ern Nevada. From these meetings planners identified the issues that weremost important to each stakeholder group as well as what each group sawas influencing factors and acceptable solutions. The information will be usedto guide the ongoing work of technical advisory groups and citizen planningforums.9

7.4 Reaching out

In addition to audience targeting,successful participation requires outreach efforts that involve as manypeople as possible. This requires aproactive, attention-getting strategythat also targets underrepresentedgroups. Using such a proactive strategy, Chattanooga, Tennessee,planners who wanted to understandpublic priorities gathered 2,500responses and involved an audiencewider than one that could be reachedusing standard public meetings:

7.3.3

Lake Tahoe's Pathway 2007 solicits and organizes opinionsof stakeholderslocated in several cities


Tahoe Regional Planning Agency

Maintaining Lake Tahoe’s current water quality is one of thecommon values of stakeholders, who were surveyed aspart of Pathway 2007, a collaborative effort to update boththe regional plan and national forest plan for the area.

Chattanooga Area Convention and Visitors Bureau

The Southern Belle Riverboat passing alongChattanooga’s Tennessee River waterfront. Thebuilding with pointed roof (on right, toward back) isthe Tennessee Aquarium.

The Futurescape survey, carried out during 1999 in Chattanooga, was admin-istered not just once, but over a three-week period. The survey was adminis-tered in over 80 planning forums held at public schools across the area during

this period. Planners calledemployers and asked man-agers to allow their employeestime during the workday toattend the forums and completethe survey. They also calledsenior centers and had outingsarranged to get older peopleto the forums.10

Such a proactive approach can beespecially useful when engagingcitizens not typically involved inthe planning process, such as racial

and ethnic minorities and youths. For instance, planners in Salt Lake City contactedneighborhood leaders in the Latino community to better understand the needs andviews of Hispanic residents.11 In Holly Springs, North Carolina, Mayor Dick Searsformed an advisory board made up of primary and secondary school students. Theyprovide input on recreational facilities and other issues affecting the town’s youth.12

It is important for planners to understand and act when the local political context isnot conducive to follow-through on the results of a strong and robust citizen partic-ipation process. In some situations, citizens get involved in a visioning and compre-hensive planning effort only to see the completed plan stall or go unimplemented. Incommunities where this has occurred it is important to lay the groundwork and iden-tify crucial civic, political, and other allies who can help generate public support andcommitment, not only to collaborative planning, but also to plan implementation.

Meetings of one form or another are the substance behind any public participationprocess. They are preeminently interpersonal exercises, requiring planners not only tobe approachable, personable, and professional, but also to have empathy and charis-ma depending on the circumstances.

Although it is not possible to provide tools for every situation involving personalinteractions, experts suggest some guidelines. According to Daniel Yankelovich, considered by some the father of modern public opinion research, format is critical.During a June 1998 speech before the W.K. Kellogg Foundation addressing the devolution of local decision-making authority to citizens, he outlined guidelines forformatting a public participation program:13

• Vary the format of citizen engagement—Initial meetings should be short andallow people to vent their frustrations and voice their concerns. Move tolonger, more substantive meetings once the dust settles. Most importantly,meetings can involve an activity that demonstrates a concept planners need to

7.4.1

Reach out to minorities

and youth


7.4.2

Lay groundwork forplanning to move

forward beforeengaging target

audiences

7.4.3

Meetings are at the core of public

participation

7.4.4

Pointers on how to format public

participation programs adaptedfrom a speech by

Dennis Yankelovich

Town of Holly Springs

A Holly Springs, North Carolina, town council meeting.The town has sought youth input when planning forparks and other recreational facilities.

communicate. For example, in Clarksville, Tennessee, each participant in one planning workshop was given blue stickers to put on a map of the region. Each sticker—there were 126 altogether—represented 3,700 new residents. The stickers helped give workshop participants a visual idea about the amount of population growth expected in the area during the next 20 years.14

• Include those with contrasting perspectives on an issue—Preaching to the converted accomplishes nothing. The most recalcitrant people on an issueoften become more willing to negotiate simply by being able to air their opinions in a public forum.

• Provide working-through experiences—Citizen engagement involves incrementalsteps towards increased communication and understanding. Concentrate onachievements along the way and emphasize little successes, a technique used by planners in Kansas City, Missouri. (See Allies and Partnerships, part 6.2.2,for more about the approach used in Kansas City.)

Running successful meetings is essential to Yankelovich’s citizen engagement model.Elaine Cogan, a nationally recognized planning consultant, facilitator, and author ofSuccessful Public Meetings: A Practical Guide, covers the nuts and bolts of successfulmeetings with the public in her aptly titled book.15

Her suggestions complement Yankelovich’s advice onformat and answer the question, “How do I run themeeting once it’s underway?”

• Organize: Make no more than three key points;anything more indicates the audience’s key interests and needs have not been identified.

• Practice: Decide with others involved with the meeting who will say what when and who will answer questions. Decide on appropriateattire as a group.

• Channel stage fright: Arrive early to get comfort-able with the room and people entering. Don’tfidget or display nervous habits in front of theaudience. Speak slowly and calmly. Take breaks to collect your thoughts if needed.

• Be conscious of non-verbal clues: Your appearance and voice determine 93 percent of what people remember about your presentation; what is said determines the other 7 percent.

Technology and, increasingly, refined notions of participatory democracy have considerably changed how collaborative planning is viewed and practiced today. Yet

7.4.5

Elaine Cogan’spoints on running a public meeting



Preparation and organiza-tion are keys to successfulpublic meetings, notesauthor and planning con-sultant Elaine Cogan.

7.4.6

Technology has changed participation but it’s still up to thepresenter to bring it all together

creating and delivering effective presentations remains a crucial element of a planner’srole in public participation. Despite all of the technology available, presentations stillmust engage your audience. To do this, presentations need to be delivered as thoughyou were having an individual conversation with every member of that audience.Presentations should capture the attention of the audience from the outset with inno-vative content and energetic delivery. Studies show that most listeners form theiropinion of the speaker and subject within the first 30 seconds. This is your onlyopportunity to focus their attention on those three points you’ll make in a well-

organized presentation. Use easilyremembered and quotable soundbites in your opening remarks.

Photographs and visuals also areimportant elements of an inter-esting presentation. Models,forecasts, and build-out scenarioscan help convey to your audiencethe positive impact a compre-hensive plan can have and whyplanning is relevant to a commu-nity’s future. Planners inGallatin County, Montana, used

geographic information system-derived growth scenario maps to give citizens a clear,vivid choice of what the region could look like under different growth options.16

Another way to maintain audienceattention is through storytelling.Great stories don’t have to be long anddrawn out—they just need to paint avivid picture of events in your audience’smind. U.S. Rep. Earl Blumenauerfrom Portland, Oregon, is a well-known planning ally and adroit inusing words to paint a vivid picture:“They [streetcars] are city shapers.That’s exactly what the PortlandStreetcar has been too…the streetcarwas an important catalyst in the reclamation of the Hoyt Street rail yards whichwould otherwise have been a 70-acre industrial brownfield.”17

Other ways to keep audiences interested during public meetings, besides interactiveworkshops and breakout sessions, are:

• Visual preference surveys, a way for citizens to rank different architecturalstyles, urban designs, and other elements based on example slides. These


7.4.7

Visuals hit hard in presentations

7.4.8

Paint an interestingpicture using a story

7.4.9

Visual preferencesurveys and

electronically facilitated town

meetings help keep audiences

engaged

Gallatin County Planning Department

Cover of an information brochure used to help generate citizen interest and participation in updating a compre-hensive plan for Gallatin County, Montana.

Portland Bureau of Planning

An important chapter in Portland, Oregon's suc-cessful planning story is the city's comprehensivepublic transit system, which includes street cars.

surveys are especially useful in helping audiences understand and avoid confusion when discussing urban affordable housing, density, and other sensitive issues. (For more information about these surveys visit http://www.lgc.org/services/cis/index.html.)

• Facilitated town meetings and workshops using electronic communicationstechnology to enable hundreds or thousands of people to participate in a discussion and learn about each other’s ideas and opinions. Hamilton County,Ohio, northern Illinois, Oakland Mills, Maryland, and Washington, D.C. areamong the places where this tool has been used. (For more information visithttp://www.americaspeaks.org.)

7.5 Participation and controversy

While controversy often erupts at many points during the planning process, engagingcitizens in meaningful participation can help resolve contentious issues, as in St. Paul,Minnesota, where the city undertook a $160 million downtown waterfront revitaliza-tion project:

St. Paul has a long tradition of citizen involvement in planning, dating backto the mid-1970s when a system of district advisory councils was establishedto obtain citizen input from the city’s different neighborhoods. This systemprovided a proven way for residents to express their ideas about the kind ofdevelopment they thought would be appropriate for eight blocks along theMississippi River in downtown St. Paul.

However, when a master plan for the site was approved in November 2000and subsequently released to the public in January 2001, changes had beenmade by the developer, Centex, Inc. Residents of Irvine Park, which is behindand above the proposed development, raised objections that the height ofthe proposed residences would obstruct existing views of the river. Thedeveloper agreed to scale back the condominium buildings from eight to sixstories.

City planners, aware of the distrust that had developed between neighbor-hood residents and the developer, initiated another channel to ensure thatgood communication continued between all parties when constructionbegan. This new approach, which the city now uses for all large-scale devel-opment projects, involved a series of advisory committees that augmentedthe District Advisory Councils. The committees comprised neighborhoodleaders, planners, developers, and city officials and provided a forum whereissues were discussed and meaningfully addressed.

In this development, which is now nearly complete, citizens played a criticalrole in ensuring that the developer was kept “accountable to the masterplan,” said St. Paul senior planner Lucy Thompson.18

7.5.1

Participation keeps developersaccountable and citizens content in downtown St.Paul, Minnesota,redevelopment project


http://www.lgc.org/services/cis/index.html

http://www.americaspeaks.org

________________________________________________________________

1 Tsouderos, Trine. 2000. “Planning Chief Wants Public’s Ideas.” The Tennessean, May 30, p. 4B.

2 Knack, Ruth. 2005. “Lots to Learn from Billerica, Arnstein.” Planning, March, 24-25.

3 Luna, Claire. 2002. “Azusa Residents in Development Driver’s Seat.” Los Angeles Times, May 6, MetroSection, p. 3.

4 Krasnow, David. 2003. "American Vision Award, Imagine New York." Planning, March, 16.

5 Ibid.

6 Torres, Manuel. 2003. “Council OKs Plan to Guide Growth.” The Times-Picayune, August 7, NewsSection, p. 1.

7 Cutlip, Scott M., Allen H. Center, and Glen M. Broom. 1994. Effective Public Relations. Upper SaddleRiver, N.J.: Prentice Hall, pp. 247-48.

8 Pathway 2007. Press release, March 4, 2005. “Pathway 2007 Public Opinion Research Show WildfirePrevention is Top Concern for Lake Tahoe.”

9 Pathway 2007. Press release, December 14, 2004. “Lake Tahoe's Future Rests on Public Involvement;Workshops are Planned for January."

10 Bunnell, Gene. 2002. Making Places Special: Stories of Real Places Made Better by Planning.Chicago: Planners Press, pp. 138-39.

11 Gadette, Jamie. 2005. “Great Expectations, University of Utah Students Learn That Downtown Residents Need to be Heard.” Salt Lake City Weekly, April 7. Web page (accessed April 22, 2005).Available at http://www.slweekly.com/editorial/2005/city_2_2005-04-07.cfm.

12 Barrett, Barbara. 2002. "Governing Through a Child's Eyes."The News and Observer, January 12, News Section B, p. 3.

13 Yankelovich, Daniel. 1998. “Eighteen Propositions for Citizen Engagement.” Web page (accessed May 20, 2005). Available at http://www.danyankelovich.com.

14 Wadhwani, Anita. 2001. “Midstate’s Growing Pains Discussed.”The Tennessean, May 18, Local Section, p. 4B.

15 Cogan, Elaine. 2000. Successful Public Meetings: A Practical Guide. Chicago: Planners Press, pp. 56-60.

16 Lutey, Tom. 2000. “Full House: More than 300 Attend Growth Meeting.” Bozeman Chronicle, February 22.

17 U.S. Congressman Earl Blumenauer. Press release, June 18, 2005. “Street Car Gets the Gold.”

18 Thompson, Lucy. 2005. Senior planner, St. Paul Department of Planning and Economic Development.Telephone interview with Denny Johnson, July 12.


http://www.slweekly.com/editorial/2005/city_2_2005-04-07.cfm

http://www.danyankelovich.com

“Building relationships with reporters and editors puts you a stepahead when it comes time to communicate your story. In someinstances, you can bank on these relationships to get coverage of astory that might not otherwise gain media attention.” 1

— W.K. Kellogg Foundation

8.1 Benefits of media coverage

Gaining editorial or “earned” media coverage (as opposed to paid advertising) foryour planning issues, planning department, and chapter or division of the AmericanPlanning Association is one of the most effective ways to reach your key audiences.Through newspapers, radio, and televi-sion you can influence elected officials,shape public perceptions, move targetedaudiences to action, and raise the profileof your office and the planning profes-sion. Most major newspapers, radio,and television news programs and estab-lished online news sites provide seriousand trusted story-telling environmentsthat underscore the significance of yourissues and the credibility of your expert-ise and points of view.

Media coverage doesn’t just happen. It’s necessary to invest time getting to knowreporters, editors, editorial board members, and others from your local newspapersand broadcast stations. Also, don’t wait to talk to reporters until you have somethingto tell. You should continually work to build relationships with members of themedia. This will help when situations or developments arise that require rapidresponse to complete a story or set the record straight.

8.2 How it works: “breaking through”

Before you can obtain media coverage, you have to determine who is going to serveas the spokesperson for your department, firm, or organization and how you aregoing to “break through” in order to achieve newspaper coverage or radio and tele-

MediaRelations

Section 8


Ned Ahrens

King County, Washington, Executive Ron Simsspeaking at a media event held at the site of anew access road on the Sammamish plateau eastof Seattle.

8.1.1

Media coveragedoesn’t just happen.It takes time andinvolves buildingrelationships withmembers of mediaorganizations

vision air time. How you do thisdepends on who is designated as theprimary spokesperson.

If you have the authority to talk to themedia, you should work to conveymessages, background information(including facts, figures, examples,anecdotes, and stories), context, andperspective to the press.

If another individual, such as yourmayor, planning commission chair, a department superior or colleague, or an outsideconsultant, has been designated official spokesperson on a topic or action, your pathto coverage will be indirect. You will face the added challenge of working with anintermediary to ensure that he or she understands and values your planner’s perspec-tive, wants to convey it, and has the tools to get the job done.

If you find yourself in this situation, you will benefit greatly if you have already builta relationship with the designated spokesperson. However, if you have not yet forgeda connection, you can make headway in the short term by providing quality back-ground information and talking points on the issue at hand, and making yourselfavailable for support as needed.

Regardless of the situation you face, it’s helpful to be media savvy. You should under-stand how the media work and the differences in the way newspapers, radio, and tel-evision reporters handle stories.

Radio is known as a mind’s eye medium or as “theater for the mind.” Sound bites, orquotes, should be about 25 words and take no more than 10 to 15 seconds to con-vey. For television, visuals and pictures are most important. Your appearance is espe-cially important if you or your spokesperson is being interviewed on camera orappearing on a talk show. Clothing should contribute to your professional image.Maintain eye contact with those you are addressing, stay calm and composed, andavoid distracting gestures.

Media relations often involve many contributors, whether other department employ-ees, government staff, community leaders, or those in influential positions. Duringthe past several years, the planning department in Buffalo, New York, recipient of anAPA 2005 National Planning Award, has demonstrated deft management of an out-reach network that gets planning extensive coverage by the local press:

Mayor Tony Masiello is the primary spokesman for planning in the city,although his office relies on the advice and technical expertise of planners to hone his message. When working with media representatives on a story


California Chapter of APA

California Chapter of APA Executive Director SandeGeorge, left, being interviewed by National PublicRadio reporter Mike Montgomery, right, at a chap-ter-sponsored legislative briefing in 2004. ColletteMorse, past chapter president, is in the center.

8.2.1

It's important to be 'media savvy'and understand the differencesbetween print and broadcastmedia outlets.

or development, several city employees may beinvolved including representatives from theOffice of Strategic Planning, the PlanningDepartment, the Mayor’s Office, and the city’sOffice of Public Information. Together, they ensurea steady stream of planning-related story ideasand developments reaches media outlets.

Breaking through to the media in Buffalo did notinvolve developing a superstar planner or spon-soring a one-time media event. Rather, it entaileda strategic, long-term initiative designed todemonstrate how effective planning could helpreverse the city’s long and steady decline. Buffaloadded “beef” to this initiative by adopting a newcity charter in 1996, which led to the creation of theOffice of Strategic Management and the appoint-ment of a commissioner-level planning chief who would be responsible fordirecting the visioning and implementation of a new, vibrant economic andcultural core for downtown Buffalo.2

8.3 Preliminary steps

Getting your media outreach efforts off on the right foot requires planners to:

Be pro-active. Whether you are speaking directly to the media, or providing supportfrom behind the scenes, you do not have to wait until you have “major news” orreceive a call from a reporter. Reporters are not only interested in breaking news. Mostare continually looking for good feature stories, “evergreen” issue-focused pieces ornew angles on familiar topics.

If you want to get to know a reporter or encourage him or her to cover a topic youthink is important, try scheduling a background briefing. You can contact thereporter via phone or e-mail. Begin the conversation by introducing yourself, yourexpertise, and your desire to have a background discussion with the reporter. You aremore likely to be successful if you convey to the reporter that you are involved in theissues he or she covers and can serve as a valuable source.

Before reaching out, familiarize yourself with the reporter’s work by reviewing bylinedarticles or transcripts of broadcast stories he or she has produced. (You can find thistype of information through Google or another search engine, on media outlets websites, or through publication databases, such as Nexis.)

You will have a significant advantage if you stay abreast of how the media is coveringplanning and planning-related stories in your community and nationally. Suchknowledge will help you frame or position your initial pitch, and, once you havesecured an interview, tailor your remarks during the discussion. If you know what isbeing written, you can offer the reporter a planner’s perspective on a story.

8.3.1

Planners provide the media with aunique perspective


Buffalo Office of the Mayor

While in office, former Buffalo,New York, Mayor Tony Masiellowas the primary spokespersonfor planning.

Know who covers planning issues. You will greatly increase your chances of successin securing coverage if you begin your outreach effort by developing and regularly updat-ing a list of reporters, editors, and broadcast news directors who cover planning issues.

Get started by identifying and studying the media outlets in your area. Read localnewspapers and listen to TV, radio news, and public affairs programs to identifyreporters who cover issues related to planning in your community. Familiarize your-self with their work. You should know who covers local zoning board meetings orhearings. You can find names of newspaper, TV, and radio reporters in your area onmedia outlet websites. Another good way to find this information is to ask your con-tacts at the local government press office.

Use this information to develop a detailed target list that includes each reporter’s name,outlet, and contact information including telephone and fax numbers and e-mail address.

You should also note the audiences that the media outlets aim to reach. The audiencetargeted by a trade publication dealing with planning issues will be very differentfrom the audience reached by a homeowner’s association newsletter. While both areof potential value to you, you will want to know who comprise the outlets’ end audi-ences so you can adapt your messages accordingly when speaking with reporters.

Reporters change jobs frequently, both within and between organizations. Whenreading your local newspaper or reviewing trade journals, note who is writing aboutissues of relevance to your office and who is no longer there.

Make the connection. Once you have identified who is covering planning issues,work to develop a rapport with key reporters, editors, and producers. You can start bysending an introductory letter or making a phone call to introduce yourself. As previously mentioned, you can make an overture by scheduling a background brief-ing regarding a planning-related issue or the role of planners. You can then continueto nurture the relationship by providing story ideas, offering to serve as a resourcewithout always being quoted, or just touching base regularly. And if you do havebreaking news, by all means call your contacts.

Members of the media are often working against tight deadlines, so you may notalways get a warm reception when you call. After introducing yourself, ask if theyhave a minute to talk. If not, ask when it would be a good time for you to call back.It’s best to call newspaper reporters in the morning or early afternoon, well beforetheir late afternoon or early evening deadlines. Reporters respect persistence. Keep inmind that they need you as much as you need them: With no stories to cover, theywould have silent broadcasts and blank pages!

Making the connection with a newspaper or other media outlet may involve years ofrelationship building. The benefit of developing such a relationship is longevity. Newreporters covering planning issues will be more favorably disposed to your department

8.3.3

Long-term relationships

with the media pay dividends


8.3.2

Maintain a list ofreporters covering

planning-relatedissues

if you had a good working relationship with their predecessors. Consider this exam-ple from Columbus, Ohio:

The Mid-Ohio Regional Planning Commission (MORPC) invested considerableeffort over several years to change opinions at the Columbus Dispatch’s edito-rial board. They suggested meetings with leaders of organizations who support-ed and were advocates of the Planning Commission’s position on importantissues. At the same time, the organization’s director of government relationscultivated a relationship with Brian Williams, the transportation issues reporter.

The effort showed few results at first, even as MORPC provided a steadystream of well timed and delivered information. Eventually, however, BrianWilliams “finally started asking the right questions.” During the late 1990sstories published by the Dispatch showed an increased willingness to cover,in detail, planning-related issues. Editorials signaled support for controver-sial positions backed by MORPC, such as tax-base sharing and collaborativeeconomic planning.3

Establish credibility and reliability. Do your homework! Take the time to masterthe information reporters, editors, and producers seek and to make sure you areattuned to presenting the valuable local perspective. This means keeping up with per-tinent facts and figures, and being able to convey your messages in succinct and com-pelling sound bites. If you are asked a question that you do not know the answer to,tell the reporter you’ll find out and get back to him or her. It is important to makesure you follow-up if you promise to do so.

Given planners’ unique role in a community, they have a comprehensive perspective onmany of the causes, contributing factors, and on-going developments that affect andshape a community. Planners can provide observations, insights, and understanding ondevelopment-related issues that are particularly valuable and interesting to media audi-ences. These insights and observations are among aplanner’s stock-in-trade when it comes to talking tonewspaper reporters, editors, and radio and televi-sion broadcasters. Make sure you trade on them!

8.4 Basic tools

In order to stand out from other organizations andindividuals competing for the media’s attention,you will need to create a hook for the story you’llcast, then pull together materials and developtalking points that will help you sell your story.Compelling and complete story elements willincrease the chances that the media will cover yourissue. The following tools can help you capturetheir attention.

8.3.4

Planners’ insightsare useful as background and for news analysis


Dubuque City Manager’s Office

Theresa Caldwell, president of the Washington NeighborhoodAssociation in Dubuque, Iowa,speaking to members of the pressand others at the launch of a localrevitalization initiative.

Media advisories and availability notices. An advisory alerts the media to anevent. An availability notice alerts the media to the availability of an expert to speakto a particular timely topic. This might include the achievement of a planning milestone or an expert’s perspective on an ongoing debate, such as afford-able housing supply.

An advisory should be short and simple. Keep it to one page. You should include acatchy lead sentence or paragraph detailing why the event or topic is important andalso information to establish the knowledge and credibility of your spokesperson. Fortelevision stations, be sure to include information about anticipated visuals. If you arepublicizing a meeting, distribute the advisory one week before the scheduled event.

Press releases. Effective press releases get attention. When crafted well, they areinteresting to read, engage a reporter or editor’s curiosity, and provide all of the essen-tial pieces of information a journalist needs for following up and developing the story.Press releases that lack news value, timeliness, relevance to current trends, or humaninterest go into the recycling bin.

What makes for news, to a certain degree, is subjective. “News is whatever the editorthinks is news,” is the way some public relations practitioners put it. Good questionsto consider when writing a release include: What is new, significant, unusual, ordifferent here? Why should the news media be interested? How is this going to affectthe lives of the media outlet’s audience? What’s the new story that we are telling or, ifthe story is not new, what are the new developments and why do they merit additionalmedia coverage at this time?

Reading the local newspaper is a good way to see what the reporters and editors inyour community view as news.

A good press release begins with a powerful lead that contains important details: who,what, why (the reporter should be interested), where, and when. It also typically fea-

tures a quote from a spokesperson in asubsequent paragraph. Make sure youstick to the facts in the lead, and knowthat the quote gives you some opportu-nity for editorializing. A press releaseshould be brief (not more than twopages) and, especially for local mediaoutlets, include a local angle. Alwaysinclude the name, e-mail address, andphone number of a media contact thatcan answer questions (whether this is youor a public affairs or press contact in thecity office). You also may want to includestandard information about your agency,


8.4.2

To be effective,press releases

must have news value

8.4.1

Keep media advisories to

one page

Somerset County, New Jersey

Photo opportunities with elected representa-tives and others are a way to publicize plan-ning. Here local officials from SomersetCounty, New Jersey, are pictured with U.S.Representatives Rodney Frelinghuysen andMichael Ferguson (to the left), who secured $3million in federal funds for a county trans-portation corridor plan and project.

organization, or department so that reporters will become familiar with your officeand your work.

Pitch calls. After distributing the press advisory, availability notice, or press release,make follow-up calls to your media contacts. Your pro-active outreach, in the form ofa pitch call, can make the difference between securing coverage and an interview, ornot. Even if the reporter declines, the pitch call provides you with an excellent oppor-tunity to solicit feedback on what reporters are looking for and can go a long waytoward helping you build a relationship with a reporter.

8.5 Editorial boards

“For much of the public, newspaper editorials may be the only win-dow to responding to an issue. As such, they are a powerful tool informing public opinion. In turn, that public opinion can be crucial informing policy.” 4 — Illinois State Rep. John Fritchey

Before approaching an editorial board, ask yourself what it is you want to accomplish.Knowing your goal and the reasons you want to meet with the editorial board willensure that the time is well spent and that you will remain focused on the topic orissue you came to discuss.

When preparing to meet with an editorial board, start by thoroughly reviewing theeditorials that your targeted newspaper has published in the past — especially thosethat relate to your issue or revolve around similar topics. Because editorials do nothave a byline, identifying the appropriate contact can be challenging. You can start byreaching out to the editorial page assistant and asking who typically writes on plan-ning issues. Sometimes, especially at smaller newspapers, staff columnists also serveon the editorial board, so reviewing columns might help you identify the editorialwriters who cover your issue.

Most editorial boards are made up of a core team. In some cases, however, reportersfrom other sections of the paper are invited to attend the meetings, especially if theyare currently covering related topics. Other newspapers may have a community edi-torial board made up of volunteer residents. Once you secure a meeting, find out whowill attend so you can send them background material in advance and tailor your talk-ing points accordingly.

When you make a pitch, via phone or e-mail, be sure to explain how the issue youwant to discuss directly impacts the paper’s readers. Be concise and try to tie yourpitch to topics that are currently being covered by the publication.

Above all, you must come to an editorial meeting with a point of view. Editorial boardsare not for pitching stories, but for advocating a stance. Be prepared to present a strong,focused case and stick to your topic. Do not raise multiple issues. Keep your group ofexperts to no more than four and remember that all editorial meetings are “on the record.”


8.4.3

Follow up yourpress releases witha telephone call

Sometimes a newspaper editorial board will convene a group of experts and conducta round-table discussion on a selected topic. The Tampa Tribune in Tampa, Florida,did this when it invited 10 people, including Ramond Chiaramonte, AICP, assistantexecutive director of the Hillsborough County-City Planning Commission, to discussthe revitalization challenges facing downtown Tampa.


California APA Chapter’s 2005 Legislative Agenda

To draw public attention to its smart growth legislative program and accom-panying message, “Growth with Heart," the California Chapter of theAmerican Planning Association (CCAPA) invited print, broadcast, and wireservice reporters to a news conference February 11, 2005, in Sacramento.

A press kit (http://www.calapa.org/attachments/contentmanagers/170/Press-kit_CCAPA2005legAgenda.pdf) was distributed at the media event, wherechapter leaders discussed the organization's policy goals and agenda for thestate, Plan California 2005. A news release summarized prepared remarks bychapter president Jeri Weiss Ram, AICP, and identified the two essentials—planning for affordable housing and smart growth—necessary to accommo-date the state's expected population growth during the next decade. The kitalso included the chapter’s leg-islative agenda and an executivesummary.

Several journalists attended the event and Sacramento televi-sion station KCRA, Channel 3,aired a piece that evening, includ-ing a sound bite from Ram(http://www.calapa.org/en/cms/?175). The following Monday, February 14,the Chico Enterprise Record ran an article on the chapter’s legislative goalsquoting both Ram and chapter legislative director Vince Bertoni, AICP.

Ram followed up the press conference with an opposite-the-editorial page(op-ed) opinion piece reiterating the message that smart growth principlesshould drive new home development and that housing options should beexpanded through infill zoning. The Ventura County Star ran the piece onSunday, April 24, 2005.

The redesign of its website in May 2005 presented CCAPA with anotheropportunity to repeat its message that the chapter is an information resourceon legislative and other issues pertaining to planning and smart growth. Anews release about the new website—“designed to be a resource forCalifornia’s planning community and others interested in California planningpolicy and legislation”—was distributed June 2, 2005, through Business Wireand included quotes from Ram.

http://www.calapa.org/attachments/contentmanagers/170/Presskit_CCAPA2005legAgenda.pdf

http://www.calapa.org/en/cms/?175

8.6.1

Before calling back a reporter, prepare a response; if youare too busy to talk, say so

Chiaramonte spoke vividly about the opportunity before the city to fill in emptyspaces downtown. “Downtown looks great from the air,” he said, “but is devoid ofactivity on the ground once people who work there go home in the evening.”5

8.6 Interview basics

The most effective way to work with the media is to think like they do and to be pre-pared. Remember, reporters want what you have to offer! They need access to expertsand information that support stories with reader and viewer appeal. You (and yourspokespeople) provide that information and expertise.

To help ensure that you, your office, andyour comments are represented accurate-ly, consider the following tips whenresponding to media requests andpreparing for media interviews:

Handling inquiries

When a reporter calls to request an inter-view don’t panic. Instead, maintain yourcool and write down the reporter’s name,position, publication or station, and tele-phone number. Ask about his or herdeadline and the interview format. Politely ask for background on the story and anyspecific questions he or she wants to ask.

Next, tell the reporter that you need to finish what you are doing, and would like to callback in a few minutes, hours, or days. This will depend on the reporter’s deadline and onyour needs. If you are being asked to commit to a live or taped interview on a subsequentdate, this time will allow you to consider the opportunity, check your availability, and formulate a response. If the reporter is seeking immediate comment over the phone, you can still take some time to pull together your response, including talking pointsand supporting facts or information. Before you talk to the reporter, make sure you:

• Know the media format. A print and Internet reporter may take more time to conduct the interview, but you will still want to provide quotable information. Radio and television reporters are looking for soundbites that fitsuccinctly into their reports. Keep this in mind as your provide your remarks.

• Develop talking points that succinctly and clearly convey the most importantinformation you want to see in print or broadcast.

• Organize background information about the issue and conduct additionalresearch if necessary. If you have in-house fact sheets on a issue, considersharing them with the reporter if appropriate.

• Practice your delivery before the interview. As they say practice makes perfect.


North Carolina Chapter of APA

A Raleigh television station interviews NorthCarolina Chapter of APA President Bill Duston,AICP. The chapter held a press conference inApril 2004 to release a report about billboardspublished with assistance from APA.

During the interview

• Establish ground rules. Don’t hesitate to speak to the reporter ahead of timeabout the duration of the interview and the topics you will or will not address.

• Identify yourself. Give your full title and provide biographical information as appropriate.

• Stick to the point. During the interview stay focused, use short and concisesentences, and use everyday language. Formulate each response to make yourpoint upfront, followed by supporting points and explanations.

• Be clear. Avoid acronyms and jargon. Imagine that you are speaking to aneighbor or relative who is not involved in planning.

• Use analogies and anecdotes. Good analogies can simplify complex subjects and make a topic more interesting.

• Avoid saying anything “off the record.” It is better not to tell a reporteranything you do not want to see in print or on television. Remember, off-the-record isn’t retroactive. You can’t tell a reporter something and thentake it back.

• Use humor carefully. A facetious remark often seems sarcastic on the air or printed page.

• Maximize non-verbal communication. What you wear, your body language, and your gesticulations should support your message and build your credibility as an expert.

• Take control. Always remember, you don’t have to answer the questions they ask! Understand and utilize bridging phrases to transition from thequestion that was asked to the message point you want to make. Bridgingphrases include:

I might frame that question differently…

If what you are asking is…

Let me put that in context…

You make a good point. However…

What is really important to remember is…

What I can speak to is…

• Offer to check facts. Always offer to review factual information and quotesfor accuracy. If the reporter declines to let you review copy for a printed articleand you are concerned about being misquoted, ask the reporter what he or sheintends to quote from your interview.

• Provide informational materials. Never send a reporter away empty-handed.


8.6.2

Maintain control ofthe interview;

assume everythingis on the record

Provide news releases, journal articles, a biographical sketch, or a summary ofyour main points.

Interview follow-up

• Confirm placement date. Ask a reporter when the story will air or be published.

• Recognize a job well done. If the story is good, write a note to that effect tothe reporter. This can help build a positive relationship.

• Address mistakes. If the reporter gets it wrong, you can consider calling thereporter to correct a misunderstanding or mistake.

________________________________________________________________

1 W.K. Kellogg Foundation. 2005. “Communication Toolkit: The Nuts and Bolts of News Media Relations.” Web page (accessed June 8, 2005). Available athttp://www.wkkf.org/default.aspx?tabid=75&CID=385&NID=61&LanguageID=0.

2 Thomas, Charles. 2005. Deputy director of planning for the City of Buffalo, N.Y. Telephone interview with Denny Johnson, August 3.

3 Metropolitan Area Research Corporation. 2003. An Activist’s Guide to Metropolitics. Web page (accessed May 20, 2005). Available at http://www.metroresearch.org/whatsnew/whatsnew_detail.asp?id=9.

4 Warltier, Candice. 2002. “Gaining Newspaper Editorial Board Support: How to Get What You Deserve.” Forum, November. Web page (accessed April 18, 2005). Available at http://www.centeronline.org/knowledge/article.cfm?ID=2225. p. 2.

5 Egner, Diane. 2004. “Downtown on the Drawing Board.”Tampa Tribune, September 12, Commentary Section, p. 1.


8.6.3

Steps to take afteran interview

http://www.wkkf.org/default.aspx?tabid=75&CID=385&NID=61&LanguageID=0

http://www.metroresearch.org/whatsnew/whatsnew_detail.asp?id=9

http://www.centeronline.org/knowledge/article.cfm?ID=2225


Planners in Denton, a city of 80,000 just north of Dallas and Fort Worth, Texas, wanted to ensure a good turnout of citizens when choosing an architectural style for a downtown improvement effort. To get that level of participation, somethingmore than a series of public meetings and workshops was needed. Their solution was to create a web-based visual preference survey.1 Concurrently, a marketing effortwas launched to publi-cize the survey andpromote participation.

Denton’s experienceunderscores the valueof e-communicationsto planners. Internet-based electronic com-munications open upnew ways to informand engage publicofficials, developers,and important stake-holders by:

• Providing a forum for planners to make themselves and their work known tothe community;

• Reaching constituents not traditionally involved in the planning process;

• Delivering planning messages to interested web visitors.

Developing effective e-communications begins by considering the needs of your plan-ning department. Is one of your goals to increase and strengthen community supportfor planning? Do you need methods to better gauge public opinion? Do you want tosave money and time on the expense of providing printed copies of permits, reports,and requests? Answering these questions before developing an e-communicationsstrategy will help ensure you reach your goals.

E-CommunicationsSection 9

City of Denton, Texas

To help promote the city's downtown master plan, Denton produced a spe-cial newsletter. (For a copy, visit http://www.cityofdenton.com/pages/dwn-twnmp.cfm?object=2824&folderID=185&action=files.)

9.0.1

When puttingtogether an effectivewebsite, ingenuity,commitment, and'web smarts' aremore importantthan the size of your budget

http://www.cityofdenton.com/pages/dwntwnmp.cfm?object=2824&folderID=185&action=files

A planning department can spend hundreds of thousands of dollars on an onlinepresence, but as many of the following examples show, ingenuity, commitment, and“web smarts” can be just as effective at a fraction of the cost.

9.1 E-Communication essentials

There is a wealth of expert information offered on the Internet. Opinions vary, butthere is general agreement on one point: Before adding to or changing a webpage,consider the website user and how easy it is for him or her to access information. Thisrequires a consistent navigation format and easily readable type. Visitor interest inyour site depends on integration of both compelling text and meaningful images. Fora more detailed discussion about website how-to, visit the comprehensive and author-itative Yale Web Style guide at http://www.webstyleguide.com.

9.2 Being ‘media-savvy’ on the web

Among the most important users of a planning department’s electronic presence arethe media, because they can rapidly deliver information and sway opinion. You canhelp the media become better informed about planning by providing clear, pertinent,and well-organized information on your website. Joe Dysart, writing in Mass Transit,2

notes the importance of:

• Using focused, engaging writing (as discussed at length in Section 2 of this Guide);

• Including pictures or other images (300 dpi resolution or better) with press releases;

• Providing quotable text from a named source within the department, alongwith his or her contact information.

Websites offer overt and sub-tle communication possibili-ties. An archive of planningdepartment news releases canbe helpful to journalists, espe-cially if organized by topics orissues. It’s also important toprovide quotes and attention-getting facts, figures, and sta-tistics, and an online mediakit. For an example of what toinclude in such a kit, seeSection 10. If your depart-ment is unable to maintain anonline pressroom run by

employees, be sure to get incontact with the municipal

9.2.1

Three quick suggestions for

creating a websiteuseful to the media


9.2.2

Maintain an archive of news

releases and stories

Portland Bureau of Planning

Materials in Portland, Oregon’s electronic press room areorganized by subject, which enables viewers to locateinformation quickly and easily.

http://www.webstyleguide.com

public information section or whomever is responsible for the city news webpage. Theyshould be aware of your activities and vice versa. Establish a system of reciprocal memosso that you know what the media people are saying about planning and they know whatplanners want to say to the press. A good online pressroom is all about organization.Journalists want to spend their time writing their stories, not navigating a clumsywebsite. The Portland, Oregon, Planning Department sorts press releases by subjectarea and offers a search function (http://www.portlandonline.com/planning/index.cfm).

That said, you can take advantage of opportunities to expose reporters to other contentas they are navigating to information for a specific story. To do this, consider:

• Building and linking to a comprehensive plan web section or its own website;

• Placing your mission statement on your website’s front page;

• Building and linking to project-specific websites;

• Linking to pertinent agencies, allied organizations, and online content;

• Providing information on planning success stories with planning department involvement.

Your website also presents a vari-ety of opportunities to showcasecomprehensive plans and illus-trate their importance to impor-tant stakeholders. A link to thecomprehensive plan from theplanning department’s homepageis essential, but even better is alink to the plan from the city’shomepage. For an example of this,visit the Blacksburg, Virginia,website (http://www.blacks-burg.va.us/comp_plan/). Thesite further educates audiencesby including a separate sectionon the importance of the com-prehensive plan to the lives andwork of residents.

Blacksburg’s comprehensive plan also includes a section on strategic technol-ogy planning. This section of the plan presents a vision of the Blacksburg areasuccessfully competing with northern Virginia in attracting high-tech compa-nies. The community’s efforts towards this goal are paying off; between 1989and 1999, Blacksburg and surrounding Montgomery County enjoyed a 10 per-cent employment growth rate, mostly in services and technology sectors.3

9.2.3

Comprehensiveplans merit a separate website—Blacksburg, Va.,is a good example


Town of Blacksburg

Blacksburg, Virginia, prominently displays the town’s com-prehensive plan by including a link to the plan from thecity’s home page.

http://www.portlandonline.com/planning/index.cfm

http://www.blacksburg.va.us/comp_plan/

Other important elements of a website that supports clear and effective communica-tions with targeted audiences include:

A mission statement. This succinctly communicates to the visitor your depart-ment’s goals and sets the context for everything else included within the site. Makethis one of the first pieces of information a visitor sees. The Planning and BuildingDepartment for Jackson, Wyoming (http://www.ci.jackson.wy.us/buldplan1.htm),illustrates this approach.

Links to useful information. The Kansas City, Missouri, Department of Planningwebsite (http://www.kcmo.org/planning.nsf/planning/home) offers an inventory ofhot links to other pertinent government agencies and allied agencies. These linksinclude gateways to other municipal departments, the U.S. Department of Housingand Urban Development, the Mid America Regional Council, and APA. The inven-tory of links on your website affords an opportunity to place your planning depart-ment at the center of a network of organizations. The organizations you list shouldhelp you convey a pro-planning message, so choose carefully. It is also important toinclude links from your website to other city web pages (and vice versa) that containinformation about planning.

The Springfield, Missouri, Infonet site (http://www.ci.springfield.mo.us/commun-ity/tv23/index.html) offers an informative and attractive television program documenting the importance of the comprehensive plan in everyday life. When otherorganizations offer planning- related content on the web, you can benefit at little costby linking to them.

High-impact examples. While it is important to tell people about the importance ofplanning, examples are more engaging. The Seattle Department of Planning(http://www.seattle.gov/dpd/) highlights its contributions and achievements with a twofoldstrategy. A side menu on its website, called“What’s Hot,” containsa list of ongoing revital-ization and developmentprojects. These entriesdescribe the benefits ofeach project to local res-idents as well as to theentire city. The link“How We’re Helping”takes viewers to infor-mation about how thedepartment is contribut-ing to the mayor’s visionfor the city.

9.2.6

Using examples is important for

clear communica-tions, whether on

the Internet orsomewhere else


9.2.4

Be sure to includeyour mission statement on your website

9.2.5

Links to otherorganizations

are informative and advance

a pro-planning mes-sage

Seattle Department of Planning and Development

Seattle’s “What’s Hot” website side menu helps draw viewerattention to new and topical items.

http://www.ci.jackson.wy.us/buldplan1.htm

http://www.kcmo.org/planning.nsf/planning/home

http://www.ci.springfield.mo.us/community/tv23/index.html

http://www.seattle.gov/dpd/

9.3 Accuracy, appropriateness, and innovation

In many instances, municipal departments hand over responsibility for their e-com-munication to a city webmaster. This practice ensures an Internet presence while sav-ing planning department time and resources. It also leaves the responsibility of com-munication with stakeholders up to a department that likely has little or no under-standing of planning issues.

Your website will probably be more effective if you can find a way to strike a balance.Exemplary planning department websites, even if maintained by a technology department, involve planning staff in the design and content of the web pages. Thismeans having planners create (or at least review) content and ensuring that photos,imagery, and text are useful and relevant toyour key audiences andviewers. Some planningwebsites surpass thesebasics and use imaginativeand innovative formats tocommunicate planningmessages. Consider usingshort stories to create“planning trivia” thatrelates popular aspectsabout the city to the roleplanners had in realizingthose accomplishments.

Flash stories on theside of your depart-ment’s website thatconnect objects ofcity pride to planning.The city of Denver rotates stories about city park history across the left sideof its website (http://www.denvergov.org/jump_neighborhood.asp). Consider stories about affordable housing, revitalized areas, new parks, and safeneighborhoods—all of which grow out of plans—for your department orcity’s website.

A project-specific website is an innovative tool for informing and engaging the mediaand public. Good sites are resource intensive and, if well done, should rival the mainplanning page in informative power. Use them when your department begins anundertaking that will have far-reaching, long-lasting implications such as comprehen-sive plan updates and major site developments. It’s not required for these websites tohave an expiration date when the project or update ends. Use such sites to demon-strate the power of planning in action by highlighting the benefits of the completed

9.3.2

A separate website for a comprehensiveplanning or revitalization effort enhancescommunications


9.3.1

Even when usingoutside resources,make sure planningstaff are involved in the website

City of Denver

Websites are an effective way to showthe results of good planning and effec-tive implementation. For instance, byincluding a sentence or two about the plans and planning thatwent into the city’s park system, Denver’s homepage can show-case both its parks (which appear in a rotating box story on left;see inset) and its planning efforts.

http://www.denvergov.org/jump_neighborhood.asp

project as time progresses. Treat these sites as equal to the main planning sites.Consider the following examples:

When a central site in Arlington, Massachusetts, overlooking downtown Bostonbecame available for redevelopment, planners and developers turned to theweb. The website for the Symme’s Advisory Committee (http://www.symmesar-lington.org/events/index.php) is a cooperative effort that provides information

and solicits feedback. Thiseasily navigable and well-designed website explainsthe long-lasting implica-tions a major project canhave on the character andsuccess of a town.

The Kenai Peninsula(Alaska) ComprehensiveUpdate Plan website(http: / /www.kpbcomp-plan.com/) is as well-organ-ized and informative as theplanning department’smain website. It informsand solicits participation inan attractive format.

The Internet offers a mediumfor communicating with target-ed audiences using tailored,

innovative content. Effective electronic communication exploits the versatility of theweb to make information come alive in ways impossible in printed reports and books.

Truly effective communication takes advantage of the fact that pictures represent “a thousand words,” especially on the Internet where visitors quickly pass over drabsites. Imagery makes the text descriptions more accessible and interesting.Consequently, using the Internet to its full potential involves not only providing clearand pertinent information, but also using images to communicate the planning message. Links under “Active Planning” on the Denver Planning Department website(http://www.denvergov.org/Planning_all/) are a good example of using imagery toenhance text descriptions of current planning projects.

Many maps available on planning websites are not interactive. If you are working withsuch maps, treat them as you would other imagery, where the key to successful integration is contextualization, with effective static maps supporting and enhancingthe rest of the content on the page. The “Better Neighborhoods” page on the SanFrancisco Planning Department’s website (http://www.sfgov.org/site/planning_index/)illustrates this principle, with a map showing a project’s extent.

9.3.4

Maps capture andcommunicate

a large amount of information–

integrate them withyour site’s content


9.3.3

Well-integratedimages are crucial

on the Internet

Vanasse Hangen Brustilin, Inc.

Project- or plan-specific websites are an effective way toinform target audiences and encourage public participa-tion. Shown here is the website created for the SymmesHospital redevelopment project in Arlington, Massachusetts.

http://www.symmesarlington.org/events/index.php

http://www.kpbcompplan.com/

http://www.denvergov.org/Planning_all/

http://www.sfgov.org/site/planning_index/

GIS and citizen empowerment. Interactive maps, supported by mapping serverssuch as ESRI’s ArcIMS, offer the most resource intensive but information-rich map-ping option. Since few Internet users have experience with geographic informationsystem (GIS) software, unlocking the power of GIS requires accessible, ready-to-usecontent. Providing only data layers will leave a lot of confused visitors wondering whythey can’t open shapefiles in MS-Paint.

If GIS is a stand alone feature of the website, it’s not living up to its capabilities. Tobe useful to citizens and Internet users who are not familiar with GIS, it is importantto suggest possible uses for the content,then ask questions such as “What locationdo you want to know about?” and “Whatdo you want to know?” The GIS is then car-ried out completely behind the scenes. Hereare two examples that demonstrate the ele-gant simplicity of well-executed, online GIS:

• The Neighborhood Information Page, a pilot project, in Tampa,Florida, puts GIS information at residents’ fingertips. When MichelleBene noticed that pedestrians had ahard time walking certain parts of herneighborhood, she turned to this emerging tool. It helped her identify hightraffic areas with no sidewalks and urge the city government to improve pedes-trian accessibility (http://www.tampagov.net/dept_strategic_planning_and_tech-nology/planning_management/statistics/neighborhoods).4

• “What’s Happening in My Neighborhood?” A common question and one easily answered by residents of Overland Park, Kansas, when they use the GIS-based tool of the same name on the city website(http://gis.opkansas.org/website/what_haps/default.asp).

Making your site interactive. The Internet enables your customers to downloadforms and do business with your department online. These are the types of servicesmost closely associated with the larger e-government movement, which was acceler-ated by the E-Government Act of 2002. While this bill focuses on the federal govern-ment, local governments are just as much involved. The Washington, D.C., e-govern-ment services page (http://src.dc.gov/ccc/ccclogin.asp) and Boulder, Colorado, “Skip-a-Trip” site (http://www.ci.boulder.buildingservices/skipatrip.html) show how twojurisdictions are delivering government services via the Internet.

In May 2004, APA’s Planning Advisory Service published a report on e-gov-ernment that surveyed all U.S. cities with populations greater than 100,000.The report identifies the types of services government websites deliver,

9.3.6

Interactivity isinformative andcost-effective


Tampa Department of Strategic Planning and Technology

Downtown Tampa, Florida. The city’s web-site includes tools that make it easy for res-idents to access information about theirneighborhoods.

9.3.5

A GIS component is powerful butmust be easy to use and understand

http://www.tampagov.net/dept_strategic_planning_and_technology/planning_management/statistics/neighborhoods

http://gis.opkansas.org/website/what_haps/default.asp

http://src.dc.gov/ccc/ccclogin.asp

http://www.ci.boulder.co.us/index.php?option=com_content&task=view&id=200&Itemid=2047

including descriptions and examples from planning-related websites. The findings underscorethe advantages to citizens and cities alike in gettinggovernment online.5 Another helpful resource isPlanners Use of Information by Hemalata C.Dandekar (Planners Press, 2005). To increase pub-lic participation in creating its City Plan 2025, plan-ners in Fayetteville, Arkansas, created a new web-site, http://cityplan2025.accessfayetteville.org/.Thesite enables residents to access information, sub-mit comments, and send in photos of their favoritespots in the city or places needing attention.6

9.4 Final considerations

Check that your website is accessible to people with disabilities and to non- or limited-English speakers. TheBobby tool (http://webxact.watchfire.com/) makes sug-

gestions for improving sites’ accessibility to those with disabilities. Different optionsallow access in languages other than English. You can link to the Babelfish translationservice (http://www.babelfish.altavista.com/), which roughly translates content intonumerous languages. Other planning departments simply provide a number at which aSpanish-speaking employee is immediately available to answer questions.

Many of the best planning websites belong to larger jurisdictions, although there areplanning departments in smaller communities with fewer resources that have creativeand innovative Internet homepages. Websites for Cheyenne, Wyoming (http://www.cheyenne-city.org/planning.htm), Steamboat Springs, Colorado (http://www.ci.steam-boat.co.us/planning/), and Olathe, Kansas (http://www.olatheks.org/Business/busi-ness_planningcommission.cfm) all offer large amounts of well-organized information

and, where necessary, contextfor that information.

The key to an effective electron-ic presence for your planningorganization is not the latestbells and whistles, but usefuland relevant information. Byconsidering what your websitevisitors want to know, how youcan aid in their understandingof that information, and how toengagingly communicate yourkey planning messages, you cancreate a successful web presencefor your planning program.

9.8

Steamboat Springs Planning Department

Homepage of the Steamboat Springs, Colorado, PlanningDepartment. Putting together a well-thought-out websitedoesn’t have to depend on a large budget or extensivestaff resources.

9.4.1

Smaller communitiescan support impres-sive web presences


E-Government, a PlanningAdvisory Service Report, dis-cusses a wide range of onlinetools and products to improvecitizen participation.

Planners’ Communications Guide: Strategies, Examples and Tools for Everyday Practice

http://cityplan2025.accessfayetteville.org/

http://webxact.watchfire.com/

http://www.babelfish.altavista.com/

http://www.cheyennecity.org/planning.htm

http://www.ci.steamboat.co.us/planning/

http://www.olatheks.org/Business/business_planningcommission.cfm

________________________________________________________________

1 Constantine, James, and Tom Phillips. 2001. “Tapping the Internet to Communicate with Citizens.” PAS Memo, July, p. 2.

2 Dysart, Joe. 2004. “Building and Online Press Center.” Mass Transit, February/March, pp. 20, 22.

3 Blacksburg, Town of. 2001. Blacksburg 2046 Comprehensive Plan. Web page (accessed May 17, 2005).Available at http://www.blacksburg.va.us/comp_plan/.

4 Allen, Eliot, and Randy Goers. 2002. “Beyond Maps: The Next Generation of GIS.” Planning,September, p. 29.

5 Evans-Cowley, Jennifer, and Maria Manta Conroy. 2004. E-Government. Planning Advisory ServiceReport No. 525. Chicago: American Planning Association, p. 2.

6 Melnichak, Marsha. 2006. “Website gives residents chance to help with long-range planning.” Northwest Arkansas Times, January 4. Web page (accessed January 5, 2006). Available athttp://nwanews.com/nwat/News/36058/.


http://www.blacksburg.va.us/comp_plan/

http://nwanews.com/nwat/News/36058/


Appendices

10.1 Messages,Talking Points, and Speeches10.1.1 Fill-in-the-blanks message tailoring worksheet . . . . . . . . . . . . . 10.310.1.2 Completed message worksheet . . . . . . . . . . . . . . . . . . . . . . . . . 10.510.1.3 Presentation tips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10.910.1.4 Organizing a speakers' bureau . . . . . . . . . . . . . . . . . . . . . . . . 10.1310.1.5 Sample — APA talking points . . . . . . . . . . . . . . . . . . . . . . . . 10.1410.1.6 Sample — speech to Rotary or other community organization . . . . . 10.20

10.2 Resources for Elected Official Communications10.2.1 Seven essentials when communicating with elected officials . . 10.2310.2.2 Template and sample one-page 'leave behind' . . . . . . . . . . . . 10.2510.2.3 Template, "State of the Village/Town/City" speech

with planning messages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10.2610.2.4 Sample mayor speech with strong planning messages . . . . . . . 10.27

10.3 Communications Planning and Plans10.3.1 Communications plan worksheet . . . . . . . . . . . . . . . . . . . . . . 10.2910.3.2 Forty vehicles for communicating about planning . . . . . . . . . 10.3210.3.3 Sample day-to-day communications plan . . . . . . . . . . . . . . . . 10.3410.3.4 APA FY2005-2007 communications plan . . . . . . . . . . . . . . . 10.3710.3.5 Example, bond referendum information campaign plan . . . . .10.4710.3.6 Example, transit/land-use plan and

funding communications plan . . . . . . . . . . . . . . . . . . . . . . . . .10.52

10.4 Sample Media Kit Materials and Op-eds10.4.1 Contents for a media kit . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10.5910.4.2 Components of a legislative promotional campaign . . . . . . . . 10.6310.4.3 Media kit components for promoting a conference or event . 10.6610.4.4 Media kit components of an awards program

promotional campaign . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10.7510.4.5 Sample — op-ed (eminent domain/property fairness) . . . . . . 10.8110.4.6 Sample — organization profile . . . . . . . . . . . . . . . . . . . . . . . . 10.8310.4.7 Sample — Safe Communities Act background sheet . . . . . . . 10.86

10.5 Media Interview Preparation Materials10.5.1 Bridging phrases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10.8710.5.2 Minus-plus worksheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10.8810.5.3 Minus-plus worksheet completed . . . . . . . . . . . . . . . . . . . . . .10.89

10.6 Logos and Artwork10.6.1 APA logo, horizontal and vertical formats . . . . . . . . . . . . . . . .10.9010.6.2 World Town Planning Day logo . . . . . . . . . . . . . . . . . . . . . . .10.91


continued...

10.1 Messages, Talking Points, and Speeches

10.1.1

Fill-in-the-blanks message tailoring worksheet

10.3

1. List your core planning messages. ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

2. Describe the specific issue you are discussing. ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

3. Define and describe the groups (audience segments) you want to reach and influ-ence. Consider the development environment in which they live, whether they haveparticipated in the past, and if so, how they were involved. __________________

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

4. Describe how the issue at hand can affect your audience segments and their interests.Be sure to note why the audience should care and get involved. ______________

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

5. Which core APA planning message(s) provide(s) the best starting point for yourcommunications in this situation? Can you frame — or characterize the situation asboiling down to — a question of choice, of engaging citizens in decision-making,enriching lives, or creating lasting value? Write down your core message(s). ______

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________


6. Note the outcome you want to see, as well as what the audience needs to do to getthere. What is your call to action? Do you want the audience to attend a meeting,write a letter to the mayor or city council, or something else? ________________

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

7. Building on the core message, draft situation-specific talking or message points thatcommunicate (1) what is at stake, (2) the vision for resolution, and (3) what theaudience(s) need(s) to do to facilitate a positive outcome. ____________________

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

8. List anecdotes, sound bites, supporting facts, and examples you can use to illustrateyour messages. Try to include anecdotes and examples that will be of particular inter-est or relevance to the audience. ________________________________________

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

9. Organize your anecdotes and accompanying facts into supporting messages, and cre-ate a framework or outline here.________________________________________

________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

10. What visual aids (photographs, drawings, three-dimensional models) can you use toillustrate your points? List here. ______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Message worksheet 2 of 2

Messages,

Message worksheet example: San Antonio, Texas

Write a brief overview of the situation that captures your outreach objectives:

In San Antonio, Texas, the city planning department is working with local neighborhoodsto get them involved in the creation of neighborhood plans so that neighborhood visionsare part of the greater San Antonio vision. Approved neighborhood plans will becomepart of the city’s master plan, a policy guide for San Antonio growth for 20 to 30 years.

1. List APA’s core planning messages:


• Planning enables civic leaders, business interests, and citizens to playmeaningful roles in creating communities that enrich people’s lives.

• American Planning Association members help create communities of lasting value.

2. Describe the specific issue you are discussing:• The value of, and need for, citizen engagement in developing

neighborhood plans.

3. Define and describe the audience segments you want to reachand influence. Consider the development environment, and howthey have engaged in planning issues in the past.

3.1 Neighborhood groups in San Antonio: Typically comprised persons whoare ages 30 to 60, male and female, from various socioeconomic back-grounds. They are credible, established channels for outreach. They alsoare likely to have addressed planning questions in the past (housing,transportation, and other planning issues — especially in light of SanAntonio’s dramatic population growth and strained infrastructure).Housing choice and affordability, recreation options, and efficient trans-portation are major concerns for these groups.

3.2 Elected and appointed officials: Political leaders have engaged in planningdecisions in the past, and should understand that neighborhood plans canhelp them align their decision making with constituent priorities, particu-larly in the face of dramatic growth that can create concern for residentsabout leadership and direction.

10.1.2

Completed message worksheet


continued...


4. Describe how the issue at hand can affect your audience segmentsand their interests. Be sure to note why the audience should careabout getting involved.

4.1 Neighborhood groups need to understand they can effectively worktogether to improve the quality of life in both their neighborhoods andthe city as a whole.

4.2 Citizens need to understand that neighborhood plans can help them cre-ate communities that offer the housing choice, recreation options, andtransportation infrastructure they want to see.

4.3 Elected and appointed city and state officials need to understand that neigh-borhood plans reflect the keen interests and aspirations of their constituents,and that supporting the plans can help them win political support.

5. Which core message(s) provide(s) the best starting point for yourcommunications in this specific situation? Can you frame — orcharacterize the situation as boiling down to — a question ofchoice, of engaging citizens in decision making, enriching lives, orcreating lasting value? Write down your core message(s).

5.1 Planning enables civic leaders, business interests, and citizens to play ameaningful role in creating communities that enrich people’s lives.

6. Note the outcome you want to see, as well as what the audienceneeds to do to get there. (What is the call to action? Do you want theaudience to attend a meeting, or write to the mayor or city council?)

6.1 Neighborhood groups should come together and work to develop plans.

6.2 Neighborhood groups and citizens should visit the San Antonio NeighborsTogether (SANT) web site for more information — http://www.sant.ws.

6.3 Neighborhood groups and citizens should visit the San Antonio planningdepartment web site (http://www.sanantonio.gov/planning) to learn howthey can develop their own neighborhood plan and get an application.

6.4 Neighborhood leaders should understand the criteria for creating andsubmitting a plan:

6.4.1 The group must include a diverse and solid group of volunteers

6.4.2 The group must define reasonable boundaries for the plan

6.4.3 Members of the groups must have some experience working withcity agencies and community groups

continued...

San Antonio 2 of 4

http://www.sant.ws

http://www.sanantonio.gov/planning

6.5 Elected and appointed officials should encourage citizen participation andcommit to listening to citizens’ voices as reflected in the neighborhood plans.

7. Building on the core message, draft situation-specific talking ormessage points that communicate (1) what is at stake, (2) thevision for resolution, and (3) what the audience(s) must do to facilitate a positive outcome.

7.1 For neighborhood groups: By participating in the development of a planfor your neighborhood, you can help make your neighborhood (and SanAntonio) the kind of place you would like it to be.

7.2 For neighborhood groups: You have an opportunity to ensure that thecity reflects your priorities, such as offering affordable housing, recreational options, and the kinds of transportation choices you want to see.

7.3 For neighborhood groups: Neighborhood plans are one critical way foryou to communicate your priorities and wants about San Antonio’sgrowth to political decision makers.

7.4 For political leaders: By getting your constituents to participate in neighborhood planning, you’ll be opening a line of communication thatwill help you better understand their wants and priorities.

8. List anecdotes, supporting facts, or both you can use to illustrateyour messages. Are there anecdotes that will be of particular interest or relevance to your audience(s)?

The following supporting points would be used to make the case that affectedneighborhoods are ripe with potential, and that adoption and implementation ofplans will provide benefits that can dramatically improve residents’ quality of life:

8.1 Growth data show community prosperity and renewed interest in theUnited Southwest Communities. Between 1990 and 2000, these communities grew a remarkable 15.9 percent, while the number of vacanthousing units dropped 66 percent, from 1,580 to 535.

8.2 Property values increased 14 percent in the wake of a $1 million rehabilitation investment in 42 homes in Indian Creek.4

8.3 Parks to be completed under the United Southwest Communities Planinclude Gateway Terrace, Pearsall, and the 3.1-mile-long LacklandRailroad Spur hike/bike and nature trail. The plan also calls for a new community swimming pool, state-of-the-art sports centers, and a communitygarden at Hillside Acres Park.5


San Antonio 3 of 4

continued...


9. List visual aids (such as photographs, drawings, 3-D models),personal stories, and testimonials you can use to illustrate your points.

9.1 Charts illustrating growth

9.2 Photos of challenges (e.g., congested thoroughfare, area to be revitalized)

9.3 Renderings of neighborhoods that could be created, redeveloped, protected

9.4 Copies of completed and approved neighborhood plans

9.5 Copies of the San Antonio master plan

9.6 List of groups and individuals that have completed a neighborhood plan

9.7 Testimonials from individuals who have participated in the planningprocess and are satisfied with outcomes

# # #

San Antonio 4 of 4

Messages,

Tips for Crafting Compelling Presentations and Speeches

Delivering a spoken message can be far more difficult than delivering a written one.Reading necessitates active participation. Listening to a speech or presentation, on theother hand, is a relatively passive activity during which an audience’s attention can strayor switch off. These tips will help you meet the presentation challenge and aid you increating powerful and engaging speeches.

1.0 Define your topic. One of the most important things you can do to ensureyou make an effective presentation is to get comfortable with your topic. In mostcircumstances, given your profession as a planner, your topic will be predeter-mined. You may be asked to speak about development in your town or city, abouta new comprehensive or other plan, or perhaps something as specific as the pro-posed location of a big-box retail development. If your topic is not predeter-mined, remember that it will be easier for you to craft and deliver a speech on asubject you command, so select your topic accordingly.

Once you have determined your topic, consider these questions and make sureyou have the answers:

• How long are you are expected to speak? This will help you shape yourremarks accordingly. If you have only 10 minutes at a chamber of commercemeeting you will need to work quickly to get to the point.

• Who is in the audience? This will help you gauge their current level of under-standing with your topic, their temperature about the issue, and what theymay already know about your topic, so that you are not simply treadingfamiliar ground.

• Who else is speaking? There may be points that a co-presenter will make thateither duplicate or contradict your presentation. Determine in advance whoelse is speaking and find out what they plan to say.

• How can I use this event to advance my broader communication objectives?You should view every speaking invitation as an opportunity to implementyour broad communications strategies and move toward your objectives,whether they are increasing citizen involvement in the development of a com-prehensive plan or building support for increased recognition and funding foryour department. Consider the speaking opportunity in the context of yourongoing work, and tailor your remarks to support your long-term goals.

10.1.3

Presentation tips


continued...


continued...


2.0 Generate and hone supporting points. Once you have selected a topic,write a list of 10 to 15 ideas that come to mind as you think about the subject.As you are doing so, consider your audience, their knowledge and interests, andwhat you want them to hear.

You should also think about the APA messages.* They can serve as a springboardfor themes you may want to convey as you speak. If possible, you should also findways to weave one or more of these messages into your remarks because they canhelp you tell the planning story and not simply address the topic at hand.

Keep the list brief, writing down words or short phrases. As you review it, choosethe two or three central ideas that, above all others, you want to get across to youraudience. This list will provide the thematic foundation for your presentation.

Next, identify three to five supporting points for each foundation idea. The number of supporting points you choose will depend on the subject matter andthe amount of time you have for your presentation. Anchor each foundation ideawith an illustration, anecdote, or story.

3.0 Write your remarks. As you sit down to write your speech or presentation, itmay be helpful to create an outline that lists your key ideas and correspondingsupporting points.

Speech Topic3.1 Foundation Idea One

3.1.1 Support idea one3.1.2 Support idea two3.1.3 Support idea three

3.2 Foundation Idea Two3.2.1 Support idea on3.2.2 Support idea two3.2.3 Support idea three

3.3 Foundation Idea Three3.3.1 Support idea one3.3.2 Support idea two3.3.3 Support idea three

If you are scripting a speech in its entirety, write a sentence or two about each foundation idea, and a paragraph or two about each support idea. If you plan ondelivering your speech using an outline, write a few key phrases for each foundationand support idea to make sure you cover all of the important points. Examples andstories make supporting ideas interesting, entertaining, and memorable.

If you are preparing a PowerPoint presentation, consider these basics:

• Keep it simple. Follow the “six pack” rule, meaning no more than six words to a line and six lines to a page.

Presentation tips 2 of 4

10.10

• Use photos, charts, and graphs wherever possible. They can communicate ideasmore quickly than words. Since much of planning involves physical spaces,showing the outcomes of good planning and effective implementation is especially important. Pictures or graphics in your slides will help the audiencebetter visualize your key ideas and supporting points.

• Make sure that your slides support your speech. They should not replicate theword-for-word text of the speech. Instead, they should outline or visually amplify what you say.

To enliven your remarks, be sure to incorporate:

• Quotations. Use them if they are truly moving or clever and relate to the pointof your presentation. Do not use them, however, just to drop the name of thesource. It will not make you look smarter.

• Stories. A personal story is almost always more engaging than straight facts. Thestory should have a purpose — a relevant lesson, moral, or objective — that isreadily apparent to the audience. Stories that involve people, especially thosefamiliar to your audience, will get attention.

• Facts and figures. Using statistics for support material can make your speech orpresentation more compelling. It allows people quickly to comprehend a point.Also, no matter what your position, there is a strong likelihood that some typeof statistical information exists to support your stance. Avoid excessive complexity or abstraction. Make sure any figures or data are easily understoodand presented in familiar terms.

• Analogies. Analogies can provide a wonderful vehicle for imparting new knowledge and explaining what may be unknown in terms of something that is familiar.

4.0 Compose your introduction. You may find it easier to craft your introduction after you have written the body of your speech because you will know what you will be saying.

Dispense with a bland opening such as “I am here to talk to you today about.…”Instead launch into one of your foundation ideas using an introduction that iscaptivating. The speech opening is your best opportunity to get your audience'sattention and to interest them in listening to the rest of your presentation.

You should know in advance what emotional tone you want to set with your audience, and work to do so immediately. Do you want to convey authority,empathy, or great urgency? For example, if you are discussing the need to developa comprehensive plan, you may announce that your community is at a crucial historic juncture and on the verge of making critical decisions. If you are addressing a group that wants restrictions placed on a new development your city council is poised to approve, you will want them to know from the outset that you are there to listen and consider their point of view.


continued...



5.0 Draft your conclusion. Since audiences tend to tune in and out during aspeech, you can help them stay with you through your concluding points by providing a strong indicator that you plan to end your presentation soon. Phrasesthat may be helpful include:

• “From what I have said we face a choice….”

• “The remarks I have made today point in one direction....”

• “I have enjoyed being here today, and would like to leave you with one finalpoint (or "a few points") to consider….”

* APA messages:

• APA members help create communities of lasting value.


• Planning enables civic leaders, business interests, and citizens to play a meaningful role in creating communities that enrich people's lives.

# # #


1 Messages,

Having a local, regional, or statewide network of planners who can respond to requestsfor speakers, whether from a department of government, civic group, neighborhoodorganization, legislative body, educational institution, or other source, can help buildunderstanding and support for your work and the planning discipline.

It is absolutely critical to first lay down a solid groundwork before starting. This willensure that you and your staff are using resources effectively and efficiently by focusingon those speaking engagements that can help you reach your goals and objectives.

As you build your speakers’ bureau, consider the following:

• Define goals. As with all community outreach and public relations activities, itis important to write down your goals before starting. For example, you mightconsider scheduling a series of speeches to provide the planner's perspective on a timely or controversial topic, or to generate interest or discussion about a planning issue the city will be addressing in the near future.

• Identify speakers. Identify individuals who are willing and able to speak effectively and can commit the time to prepare and present.

• Match speakers to audiences. Speakers are more effective when they havesomething in common with their audience. It may be helpful to use a speakerwho lives in the community where he or she will speak and can legitimately shareconcerns with the audience when controversy is at hand.

• Provide training. Some of your speakers may be comfortable in front of largeor small audiences. But it is important that they — as well as less seasoned orconfident spokespeople — undergo training before they become members of thebureau. Speakers are being given an important task: Deliver key messages andbuild the reputation of the department or organization they represent. You alsowant to give them the support they need to do their jobs well.

• Provide on-going support. It is important to designate someone to coordinate the speakers’ bureau. This individual can identify and finalize speaking opportunities, and should make sure that the speakers have all necessary details such as date, time, place, length of presentation, format (whether luncheon presentation or segment of a longer committee meeting), and available audiovisual equipment. It is vitally important that speakers knowthe interests and expectations of the audience and the names and titles of otherspeakers. It is also helpful to have and distribute current biographies about eachof the bureau's speakers.

10.1.4

Organizing a speakers' bureau



1 Messages,

Background about APA and its goals, activities and services

Note: The following information may be used directly or adapted as needed by APA leaders andmembers when talking about the organization and how its resources help planners, planningcommissioners, elected officials, engaged citizens, and others make communities of lasting value.

Who we are

The American Planning Association (APA) is a nonprofit organization that advocatesfor good planning and helps create communities that offer better choices for where andhow people work and live. APA has approximately 40,000 members. Anyone can join;one doesn’t have to be a professional planner to belong.

What we do

APA and its professional institute, the American Institute of Certified Planners (AICP),advance the art and science of planning to meet the needs of people and society physi-cally, economically, and socially.

In practical terms, APA brings together practicing planners, elected officials, neighbor-hood leaders, and citizens who share a commitment to creating great communities.

The planning process entails listening, discovering shared values, and recognizing howthe different parts of a neighborhood, town, city, or region relate to one another andcontribute to overall vitality.

Planners help create a positive environment in which stakeholders can work together todevelop visions to guide their communities’ growth and change over time. Thesevisions define community attributes that are important to protect and identify wherenew development should be encouraged.

APA and its members benefit citizens and their communities by:

1. Creating choices APA and its members help civic leaders, business interests,and citizens work together to create communities that offer better choices forwhere and how people work and live.

2. Engaging leaders and citizens APA and its members encourage civic lead-ers, business interests, and citizens to play a meaningful role in creating com-munities that enrich people's lives.

10.1.5

Sample — APA talking points

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3. Providing leadership APA and its members provide civic leaders and com-munities with resources, tools, and objective, cutting-edge information.

4. Fostering lasting value APA and its members, through good planning andeffective implementation, help create communities of lasting value.

1. Creating choices

APA and its members help civic leaders, business interests, and citizens worktogether to create communities that offer better choices for where and howpeople work and live.

Throughout the country, communities continually face myriad challenges:

• affordable housing shortages• security threats• traffic delays and congestion• population growth and decline• loss of prime agricultural farmland and open space• air and water pollution• economic change• threats to historical and cultural resources• natural hazards

Where there is rapid growth and expansion, development can test a community'sability to provide new infrastructure and services, such as transportation facilitiesand water and sewer services. Often new development is homogeneous and doesnot reflect an area's unique sense of place.

Planners help communities manage change creatively and positively. Plannerslook at things comprehensively, and help elected officials and constituents understand intended and unintended consequences of alternative actions – andidentify all options.

2. Engaging leaders and citizens

APA planners help civic leaders, business interests, and citizens play a meaningful role in creating communities that enrich people’s lives.

Planning provides a way for residents and engaged citizens to get involved indetermining how their community evolves over time. No other public processenables citizens to become so directly involved in helping shape the future of the places where they live. Planning is democracy in action.

Part of this democratic process involves residents, development interests, andother stakeholders coming together to create a shared vision of their community'sfuture. This may entail updating an existing plan, developing a new plan, orengaging in some other type of planning effort.

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APA talking points 2 of 6

Planners are trained to help diverse groups find common ground and mutuallyagreeable solutions, and to define and implement plans that reflect common goalsand values.

3. Providing leadership

APA is a leader of the planning movement, providing value to civic leaders andcommunities with its resources, tools, and objective, cutting-edge information.APA is the definitive source in the planning profession for best practices andforward-thinking solutions for the challenges facing today's communities.

National Planning Conference Each year APA holds the National PlanningConference, the largest meeting of its kind in the world. The conference bringsthousands of planners, elected officials, and engaged citizens together to hearnational experts discuss a wide range of planning issues and topics. It is a meetingwhere planning professionals can learn from their colleagues and stay abreast ofadvances in the profession. APA’s 2007 National Planning Conference will beheld in Philadelphia April 14-18, 2007 followed by Las Vegas in April 2008,Minneapolis in April 2009, New Orleans in April 2010, Boston in 2011, and LosAngeles in April 2012.

APA Advocacy Efforts APA exercises planning leadership through federal policyinitiatives and public outreach efforts. Managed by Washington, D.C., staff,these activities address a wide range of issues, including transportation spending,energy conservation, environmental protections, housing, and economic develop-ment. Through "Planner's Day on Capitol Hill," APA members bring the plan-ning message to elected leaders in Congress.

Addressing important planning-related legislative issues at the state level are the46 chapters of APA. They support legislation designed to give communitieschoice and up-to-date planning tools to help them better manage change at thelocal level. APA assists chapters through workshops and special programs.

AICP APA’s professional institute, the American Institute of Certified Planners,also located in APA's Washington, D.C. office, provides recognized leadershipnationwide in the certification of professional planners, ethics, professional devel-opment, planning education, and the standards of planning practice.

APA Tools and Resources APA and its members also help communities by pro-viding model language for statewide planning enabling legislation, related statutesand ordinances, and building codes.

APA also conducts workshops and conferences and provides training and guid-ance to local planning commissioners on the frontlines of a community's growthissues. Topics for conferences include transportation, smart growth, regional plan-ning, and sustainability.


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APA publishes:• Planning (11-times-a-year magazine)• Journal of the American Planning Association (quarterly) • Planning & Environmental Law• Zoning Practice• The Commissioner* Practicing Planner• The New Planner• PAS Memo • e-newsletters

The Planning Advisory Service issues eight comprehensive reports each year ontimely planning issues. Each year through Planners Press, located in APA's Chicagooffice, APA publishes several books addressing important planning topics.

Some of these titles include "Tomorrow's Cities, Tomorrow's Suburbs" by WilliamH. Lucy and David L. Phillips; "The High Cost of Free Parking" by DonaldShoup, FAICP; "Making Places Special" by Gene Bunnell, AICP; and"Environmental Planning Handbook" by Katherine and Tom Daniels. New reportsfrom the Planning Advisory Service include "Urban Containment in the UnitedStates," "Jobs-Housing Balance," "Community Indicators" and "Codifying NewUrbanism."

APA Website (planning.org) APA's website is a rich and valuable resource – notjust for the planning profession but for all who seek information to improveneighborhoods and communities where they live. With some 10,000 pages ofinformation, it is an entire library to which communities and their planners canturn. It is the most-visited website of its kind.

Among the resources on APA's website are:• Daily Planning News, top planning stories gathered from newspapers

from across the country;

• Jobs Online, the most popular source of planning-related job listings;

• Consultant Services, a searchable database of planning consultants and source for requests for proposals and requests for qualifications; and

• Legislative Action Center, a resource for up-to-date information about important federal legislation, action alerts and related developments.

Strategic Partnerships APA also leads the planning profession through its work with other organizations.

It has forged a research and outreach partnership with the Fannie MaeFoundation that will culminate in APA publishing a new report with important strategies for helping planners and communities address affordablehousing issues locally.

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APA also is engaged in specially funded projects and research for:• developing tools for planning and designing more walkable and

physically active communities. This effort is funded in part by a grant from the Robert Wood Johnson Foundation;

• planning and mitigating for landslides. This project is funded through a research grant from the U.S. Geological Survey; and

• using urban parks as catalysts for neighborhood and community revitalization. This initiative is funded by the Wallace Foundation and the Doris Duke Charitable Foundation.

International Efforts APA's leadership role extends beyond the U.S. Since 1995, it has engaged the Peoples Republic of China in an initiative to share thelessons of American planning with this rapidly urbanizing country. Today, APAhas an office in Shanghai.

APA has also joined with the U.S. Department of Housing and UrbanDevelopment's Office of International Affairs to produce a Spanish-languagetraining manual, Fundamentos de Planificación de Sitios, to help Honduras,Nicaragua and the Dominican Republic rebuild using good planning practices in the wake of Hurricanes Mitch and George.

APA also has produced a planning statute reform study for the Czech Republic'sMinistry of Regional Development. Funded by the Czech Construction LawSociety and the Lincoln Institute of Land Policy, based in Cambridge,Massachusetts, the report helped development officials rethink the country's 1976 Construction Act.

National Planning Awards Through the National Planning Awards, APA recognizes contributions made through outstanding plans and the distinguished leadership of elected officials, citizen planners, and professional and student planners.

4. Ensuring lasting value

APA helps create communities of lasting value that balance diverse needsand interests. Great communities are a result of good planning.

There are many characteristics that make up great communities. They typically:• capitalize on the unique qualities of their location or place;• have strong and prosperous local economies;• meet the needs of all residents, with inclusiveness and opportunity for all; • protect environmental habitats, prime agricultural land, and open space;• safeguard against natural hazards; and• value historical and cultural resources.

Communities that plan have the means to cultivate these characteristics – throughcreation of a vision and commitment to follow-through that translates vision into reality.


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Planning creates legacies and lasting value Another characteristic of greatcommunities involves their legacies:

• Minneapolis, Minnesota, created plans at the turn of the 20th Century toguide development of the neighborhoods adjoining its lakes, streams, and rivers. Those neighborhoods have retained their value and are among the most popular residential areas in the city today.

• In Charleston, South Carolina, careful planning has kept this community's legacy of historic neighborhoods intact.

• In Chattanooga, Tennessee, planning has been the catalyst behind the city's revitalized and highly successful riverfront.

Planning makes financial senseGood planning pays for itself many times over through cost savings, reducedtaxes, and increased property values. No other city service does more to make acommunity's tax revenues go further than professional planners. For example:

• Implementing the New Jersey State Development and Redevelopment Plan over a 20-year period would spur new growth and development that would reduce fiscal deficits to municipalities, counties, and school districts by $160 million a year. Statewide road, water, and sewer infrastructure costs would decline $2.3 billion or $115 million a year.

• Planned growth and development that is compact and directed toward the state’s major urban areas could save Rhode Island taxpayers an averageof $71.6 million a year or $1.43 billion between 2000 and 2020. More than half of the total would result from increased tax revenues.

• Implementing the Chicago Metropolis 2020 plan would reduce the cost of new streets and water and sewer services by $3.7 billion. To help reduce traffic congestion and make residents less dependent on motor vehicles, the plan advocates nearly doubling the number of the region's new households (37 percent) that live within a half-mile of a transit station.

# # #


1 Messages,

10.1.6

Sample — speech to Rotary or other community organization

continued...

"Planning For A Better Tomorrow"

Thank you for joining me today.

I’d like to tell you what I and my colleagues — as planners — do to help make ourcommunity an even better place for living, working and recreating. First, though, Iwould like to ask you to think about a few things — things that planners are likely tothink about as they approach a project or planning effort.

Let’s start with your commute. Does it take up a lot of your day? Not to mention a lotof your family’s resources in fuel costs? How about where you live? When you went tofind housing in our community, were you able to find something affordable that fit youand your family's needs? Does your house, apartment, or condominium match youridea of the place you like to call home?

What about other quality of life issues? Do you have access to nearby parks and openspace? If you have children, do they attend good schools? And do you live in a commu-nity where people care about and respect each other?

Keep those questions — and your answers — in mind and we’ll revisit them shortly.

Now consider for a moment a statistic that should make us all stop and think: Duringthe next 20 the United States population will increase by 60 to 70 million people. Ourcommunity is likely to see a proportional share of that growth.

Our population will not only increase in numbers — it also will be more diverse. Weare becoming a country — and a community — of older citizens who are living longerthan any previous generation. Likewise, we are seeing an increase in the country'simmigrant population.

This means we will be facing some challenging issues — being diligent stewards of ourlimited resources; making sure there is fairness, opportunity, and social equity to cur-rent residents and newcomers alike; providing people with good — and affordable —housing choices, and access to public transit and transportation; and being cognizant ofproperty rights as we address change.

So — the bottom line: We love our community and, with some exceptions, we find it awonderful place to live. We are also anticipating growth and change — significantgrowth and change — during the next 20 years. I think we can probably agree thathow we manage that growth and change will be critical to whether our quality of lifeimproves or not.



It's vitally important that we all play a role in charting this future, that we take the pathI call “growth by choice,” instead of growth by chance. This is where planning comesin. Simply put, good planning helps us guide the future of our community.

Imagine for a moment I have in front of me a hefty document, as big as three or fourphone books — what we call a “comprehensive plan.” At first glance, it might look likea stack of paper weighing 20 or 30 pounds. But looking more carefully, you’ll see that itis something much more far-ranging and embodying the aspirations of our entire com-munity.

It addresses our community's architecture and design, economic development, commu-nity development, historic preservation, and natural resources. The comprehensive planassembles in one place our community's desires and vision for the future. The planhelps us balance competing interests and provides strategies to create opportunity forour citizens. It is a road map to get ourselves to a place where we can offer even betterchoices for where and how we work and live.

Let me give you a couple of examples of what planning and plan implementation canachieve. [Substitute the following stories with your own examples showing successfulplanning results in or near your community.]

Chesterfield Township, located in southern New Jersey's rapidly suburbanizingBurlington County, until recently was characterized by open fields and farmland. Butas the suburbs of Philadelphia and Wilmington pushed out towards the township, itbecame apparent a plan was needed to manage this growth and development.

The people already living in the township wanted to preserve as much of its rural char-acter as possible, but recognized the need for housing to accommodate new residents.

Through the use of a special plan, new development in the township will occur in a560-acre area that, when completed, will include 1,300 new homes, bike paths, greenspace and a central square. Says the township's mayor, Brian Kelly, "There's real value in planning for how you want to grow."

In Hartford, Connecticut, residents faced a different issue: declining neighborhoods in the inner city. They wanted to renew older neighborhoods without causing gentrification or displacing existing residents. The community embarked on an 18-month planning effort that involved hundreds of participants, a good example of how the planning process enables civic leaders, business interests and citizens toplay that vital “community creation” role I mentioned a few moments ago.

The effort — called the Southside Institutions Neighborhood Alliance — was led by prestigious leaders from the community, city government and neighboring institutions. Noted international city planner Ken Greenberg from Toronto, Canada,was retained to guide the $175 million community revitalization that included rehabilitation of existing homes; building new housing; and attracting new commercialand retail development.

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Sample Rotary speech 2 of 2


Proof the plan and revitalization effort have resulted in positive change include morethan a 50 percent increase in student applications to Trinity College; rehabilitation andbuilding 10 to 15 homes a year in the area; and completion of a 16-acre campus, calledthe Learning Corridor, that includes public elementary and middle schools.

So what exactly does a planner do? Well, our day-to-day activities involve three areas:

First, we facilitate decision making that is in the public interest. Planners have experi-ence presenting options and recommending alternatives and specific actions to appoint-ed and elected officials, leaders from the private sector and others in our community.

Second, we are “big picture” thinkers and look at issues from a comprehensive point of view. We look at both the intended and unintended consequences of proposed decisions: how will it impact the physical environment, as well as the social fabric of the community and its economic and financial health?

Third, we guide the community through a democratic process that ensures people havea meaningful opportunity to participate and voice their ideas and concerns. Professionalplanners bring order to the task at hand. We not only help gather public input, but alsoassist in determining how a problem or opportunity will be defined, conduct accurateresearch and analysis, and generate alternate strategies.

Those are the nuts and bolts, the skills and professionalism planners have. Planning notonly addresses physical issues — where to locate a sewer line or other infrastructure —but also social and economic issues. We also look at what makes our community specialand unique and how these qualities can be protected and enhanced.

Planners work not only for local or state government agencies, but also in the for-profitand nonprofit sectors. Many of us, including myself, belong to the American PlanningAssociation, a nonprofit public education and research organization dedicated toencouraging planning that meets the needs of people and society more effectively.

APA has some 40,000 practicing planners, officials, citizens and students involved with urban and rural planning issues. The organization's professional institute, TheAmerican Institute of Certified Planners, is responsible for certification and providingopportunities for continuing education of planners. To find a planner who has met the rigorous training and professional standards of the field, or to learn more aboutplanning I encourage you to visit APA's website at http://www.planning.org.

Earlier I asked you to think about the needs of our community — how we will steerfuture growth, and how we will welcome newcomers to our city. It is you — individu-ally and collectively — who will create that all-important vision of how we move forward. With your ideas, suggestions, and participation, those of us in the planningprofession will be able to create plans that will help us achieve a community of lastingvalue. I urge you to get involved with our community's planning process. Thank you.I’d be delighted to answer any questions you might have.

10.22

Sample Rotary speech 3 of 3

http://www.planning.org


10.1 Messages,

1.0 Understand the political context

• Who are the local officials at the city, county, and regional level?• What is the power structure of the local government?• Are there any restrictions on your communications with local officials?• Who makes decisions about planning in the community?• How is planning viewed in the community?• Who traditionally speaks for planning?

2.0 Know their views and whom they represent

• What offices do they hold?• What jurisdiction do they represent?• What tensions exist between and among local officials?• Where do they stand? Are they champions, adversaries, or uninformed?

3.0 Form common ground

• How can you work with the local official to solve a mutual problem?• Is there a compromise you can suggest?• Can you disagree without being disagreeable?• Is there a different approach you can take? Can you ask a different question?

4.0 Develop relationships and build trust

• How can you become a trusted advisor?• Can you create networking opportunities to get to know local officials, including

in-office meetings or more informal get-togethers, such as meeting for lunch?• Can you develop materials and resources, such as workshops on planning and

newsletters, that will be helpful to local officials?• Can you ask local officials to serve on a study group?• Can you help local officials answer questions raised by their constituents or help

them connect with constituents at community meetings?• Can you help local officials with concerns that are unrelated to planning?• Do you have anything in common with local officials that can serve as topics

for discussion, such as hobbies, educational background, or family?

10.2.1

Seven essentials when communicating with elected officials

10.2 Resources for Elected Official Communications

10.23

continued...


5.0 Tailor messages to specific audiences and situations

• Develop a compelling story as opposed to a dry recitation of facts and figures.• Avoid jargon.• How will your message resonate with local officials? Remember that they want

to address the needs and concerns of constituents, ensure economic development and vitality, and ensure quality of life.

• How can you actively engage the elected official in learning about the issue through site visits, walking tours, breakfast briefings, or other activities?

• Can you use pictures or visuals as part of your communication?

6.0 Select the right messenger and deliver the message effectively

• Who is the right messenger? Sometimes this may be another local official, the planning director, or a coalition member.

• Determine whether your message is reactive or proactive.• Are you delivering your message in a formal or informal venue?• Messages relating to specific issues are more likely to be heard than very

general or vague communications.

7.0 Use repetition and persistence

• Your message will rarely be heard immediately; deliver your message repeatedly.• Differentiate between being persistent and being a pest. Communicate with

local officials in a useful and relevant way, rather than inundating them with information.

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10.24

Communicating with elected officials 2 of 2

1 Messages,

Use this template to develop a one-page leave-behind about a planning issue or topic. This example uses transportation as the planning issue.

[INSERT YOUR LOGO/LETTERHEAD HERE]

Background on Transportation Planning in [name of your community]

The mission of the planning department as it relates to transportation is to [providelocal information]

We seek to achieve these goals through a variety of means, including:• [List one or two HIGHLIGHTS of your work here. Limit to two or three

sentences.]

Provide a brief overview of the transportation planning process [involvement with a met-ropolitan planning organization, regional planning group, or other planning entities.]

Our community transportation system now includes: • [Number of miles of bus and rail routes.]• [Number of miles of roads.]• [Number of passengers and drivers.]• [Other relevant information. (Include a map if possible.)]

Current Challenges

As our community grows and changes, we face a number of important transportationchallenges. [List one or two specific challenges, such as reverse commute needs,increasing the number of options, or reducing congestion.]

How Local Officials Can Help

Local government will play an important role in setting priorities and identifying thefunding necessary to meet our current and future transportation goals. [write down any specific requests here.]

Contact Information

[Insert YOUR contact information here, including websites, phone numbers, e-mailaddresses, and details on how the planning department can help local officials betterunderstand this or other issues.]

10.2.2

Template and sample one-page 'leave behind'



Template for a Mayor's State of the Village or City Address

Note: This template can be used to help a mayor discuss planning issues in the communityor staff members in a mayor's office prepare speeches or talking points that include key messages about planning and its value and benefits to the community.

My fellow XX citizens,

1. Paragraph one: Short history and overview of community

2. Paragraph two: Financial overview (including any positive changes in revenue that may have resulted from planning-related decisions)

2.1 Financial position is positive, neutral or negative2.2 Bond rating2.3 Budget overview (revenues versus expenditures2.4 Outlook for next year

3. Next two to three paragraphs: Positive changes in the community during the year

3.1 New businesses 3.2 New resident3.3 Growth management3.4 Open space development / preservation3.5 New projects

4. Next two to three paragraphs: Opportunities for the future4.1 Specific idea4.2 Citizen involvement

5. Conclusion5.1 Appreciation to the community and other local officials

10.2.3

Template, “State of the Village/Town/City”speech with planning messages

10.26


Charleston, South Carolina, State of the City Address

Note: The following is an except of the 2006 State of the City Address delivered byCharleston, South Carolina, Mayor Joseph P. Riley, Jr., January 24, 2006. Planning-relatedmessages are noted in bold, italic type. The speech is excerpted here with permission ofMayor Joseph P. Riley, Jr.

Tonight I am pleased to report to you on the state of our City. And as I begin, I wishto thank you again for the opportunity you have given me to serve you as your Mayor.

This is Morris Island. Like so much of the Lowcountry, beautiful, historic, and envi-ronmentally delicate. In fact, Morris Island is most special because of the blood shed onits soil by white and African American soldiers in the Civil War.

This island, which appeared to be a natural part of the public realm, and no one everthought, reasonably, in danger of being changed, all of a sudden is a part of the enor-mous growth and development pressure that the Lowcountry is experiencing. It wasput up for sale and in danger of having residential buildings and other structures builton it, desecrating its sacred nature and visually scarring forever this delicate spit of landframing our harbor.

…But Morris Island is just one endangered place in our beautiful and treasured land-scape. To our east, the Francis Marion National Forest, home of endangered species andan extraordinary natural buffer to urban growth, has increasingly become threat-ened by development adjacent to it and within it. If this is allowed to continue wewill forever damage a significant part of our environment.

Working with Mt. Pleasant, Charleston County, Awendaw, Berkeley County and oth-ers, we have developed a compact which all the governments, hopefully, will signthat will prevent inappropriate urban and suburban-type development adjacent toand within this special treasure. But that achievement still remains to be accom-plished. We must not fail.

To the west is one of the most special places in America, the Ashley River Corridor.Over a year ago, with the very responsible landowners, neighbors and conservationgroups working together we were able to protect Poplar Grove and prevent a hugesuburban-scale development there.

10.2.4

Sample mayor speech with strong planning messages

continued...


Unfortunately, this past year at Watson Hill, we had a sister government act in defianceof conservation ethics, preservation ethics and the wishes of two county governmentsand two proximate city governments, seek to annex this land to allow egregiouslyout-of-scale development that will change forever the nature of the special zone and create horrific traffic pressures on our state’s oldest road, the historic, tree-linedand moss-draped Ashley River Road. We must all resolve to continue to fight thisdevelopment and I believe if we do we will win.

What I have outlined to you is an obvious problem of brush fires that we are rushingto put out to protect this region’s special qualities during times of extraordinarygrowth. We welcome growth. It is a boon to our economy, it creates job opportunitiesand living opportunities for our citizens.

We just all must make sure that the growth occurs as a part of a vision that our citizens have that allow this very beautiful and livable place to continue to be sowhile our economy expands. We can, but it requires regional planning.

We must come together as a region -- citizens of the region participating in regionalplanning processes so that together we identify the principles and ethics that shouldunderlie our governments’ decisions on planning and development. This can takeseveral forms and will require many initiatives, but we must begin to think regionally.

One government’s actions must not only be answerable to its citizens, the citizens within its corporate boundaries, but those actions must also be answerable to the citizens of the region as a whole and to future generations.

Just as a well thought out effort creates a total that exceeds the sum of its parts, so can a region working and planning together create a place that is even more livable than the mere collection of its communities.

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Sample mayor speech 2 of 2

10.28


continued...

10.3 Communications Planning and Plans

10.3.1

Communications plan worksheet

10.29

This worksheet is designed to help you go through each essential component of a communications plan. It's recommended that you repeat each step outlined below for eachorganizational objective you want to address and support in your communications plan.

A communications plan normally includes desired communication objectives (which support your organizational goals and objectives), targeted audiences, your primary message, strategies, tactics and evaluation measures. Depending on the organizationalobjectives or goals being addressed in the communications plan, the elements of the plan (targeted audiences, primary message, strategies, tactics, etc.) under each goal andobjective could be similar, different, or some combination thereof.

1. Select one critical organizational objective (i.e. result) for the nextyear that your department or organization wants to support witheffective communications and related activities. Communications is not done in a vacuum. What activities already are underway that will support — or limit — your communications activities or that you want to support with additional or expanded communications effort? For example:

• Legislative goals and related activities• Membership drives or efforts to expand public participation • Public policy or public outreach initiatives or campaigns

Selected organizational objective: ____________________________________________________________________________________________________

2. What audience(s) do you need to reach with your communicationmessage(s)? Who is the most important audience for purposes of your communications objectives and plan? Who is your second-most-important audience? Who is your third-most-important audience? Put another way, if youonly could reach one audience group, who would it be? If you only could reachtwo audience groups, who would they be, and so on.

Most important audience: __________________________________________

Second most important audience: _____________________________________

Third most important audience:______________________________________


continued...

3. What communications objectives (i.e. key results or accomplish-ments) must you achieve among your primary audiences toachieve your organizational objective? Communication objectives shouldbe measurable and specific to each identified audience. Objectives should definethe knowledge, opinion, or behavior outcomes you want to achieve through yourcommunications program. (What will happen; to what extent will it happen; towhom, when, and where will it happen; and how are results to be measured?)

3.1 Communications objective: ____________________________________________________________________________________________________



4. What message do you want to convey to these different audiencegroups to advance your objective(s)? For discussion purposes, it may be useful to use one of APA's three tested messages or a combination of APA'smessages.* Remember, you need to consider your audiences' interests and priorities, take into account the communications environment, and strategicallyframe your planner’s perspective and messages.

Primary message: _____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

* 1. APA members help create communities of lasting value.2. Good planning helps create communities that offer better choices for where and how people work and live.3. Planning enables civic leaders, business interests, and citizens to play a meaningful role in creating

communities that enrich people's lives.

5. Identify primary strategies and supporting tactics for reachingyour communication objectives for each target audience.

5.1 Communication mediums you control (newsletter, website, conferences and events, brochures, stationery, other materials)

5.2 Public speaking, public outreach, and public education (including basic talking or message points for speeches delivered by planners; organizingspeaking engagements for principal chapter spokespersons; creating astatewide speakers bureau)

5.3 Media relations (including cultivation of selected reporters/columnists, background briefings, press releases, guest op-eds, letters-to-the-editor, story pitches to selected reporters, editorial board meetings)

10.30

Communications plan worksheet 2 of 3


6. Identify available resources (volunteer and paid; funding levels for collateral materials, special briefings or other events, etc.) for implementing selected communications tactics.

6.1 What resources are available through your organization's leadership and members?

6.2 Are there financial resources available to retain professional assistance?

6.3 How existing resources can be leveraged?

6.4 Are there sources of, or ways to secure, additional funding?

7. Identify the methods or milestones that will be used to evaluatethe effectiveness of your communications efforts.

7.1 Quantify activities undertaken to expand network of reporters covering your issues and using your news sources and spokespeople

7.2 Quantify number of newspaper stories referencing the events, positions, leaders, principal spokespersons, members, and so forth you have identifiedand promoted

7.3 Quantify number of successful story pitches (that result in a story being published or aired)

7.4 Quantify number of newspaper guest "op-eds" expressing organizationalmessages and views

7.5 Quantify number of public speaking engagements or rank according toimportance of the speaking venue, audience, opportunity, etc.

# # #

10.31

Communications plan worksheet 3 of 3


This list of communication vehicles is designed to help you reach target audiences withyour planning messages. Use it to help you think of effective ways to implement yourcommunications plan’s strategies and tactics.

1. News releases

2. News advisories

3. Backgrounders

4. Periodic tip sheets

5. Pitch letters or telephone calls.

6. Pre-written feature stories

7. Special reports

8. Media kits

9. Letters to the editor

10. Guest op-ed (opposite-the-editorial page) opinion pieces

11. Editorial board meetings

12. News conferences

13. News briefings (for point of view, context, background)

14. Designated area of website for journalists, media

15. Rolodex-style business cards for media contacts

16. Business letterhead, notepads, envelopes with slogan or central message

17. Newsletters

18. Citizen guides on planning process, involvement

19. Brochures

20. Calendars

21. Direct mail information pieces

22. T-shirts, tote bags, other merchandise with a simple message

23. Banners

24. Community signs and/or special plaques recognizing sites, districts, plans

25. Public or community service announcements (for radio, television, print)

26. Paid advertisements

27. Table-top displays

28. Video for airing on community-access television

continued...

10.3.2

Forty vehicles for communicating about planning

10.32


29. Continuous-play videos for exhibits, conferences (B-roll available from APA)

30. Community bulletin board announcements (printed, electronic, broadcast)

31. Speaker's bureau and public speaking engagements

32. Award presentations or ceremonies

33. Open house for the public

34. Public meetings, forums, hearings, workshops

35. Citizens' planning charrettes

36. Community or neighborhood walking tours led by planners

37. Sponsorship of a community event

38. Website

39. Radio media tours involving several interviews on different stations in a market

40. Guest appearances on television and radio shows

# # #

Copyright 2001 American Planning Association & Marc Breslav. All rights reserved. Reprinted with permission of the authors.

Forty vehicles 2 of 2

1 Messages,

This is a communications plan template, constructed for the planning department of thefictitious Your Town.

Goal

To establish the Your Town Planning Department as an essential resource and partneras the community plans for and makes decisions about development and growth.

Overview

While the Your Town is struggling with questions of development and growth, many elected and appointed officials and citizens are unfamiliar with the planningdepartment and its sizeable and experienced staff. Moreover, community members do not understand how the city’s planners could facilitate their efforts to resolve contentious issues and shape a city that will provide lasting value and offer betterchoices for where and how people work and live.

In addition, media frequently cover topics related to planning and the city’s development and growth, but planning department representatives are interviewedonly occasionally, and are quoted infrequently.

To counter this lack of awareness and understanding, the planning departmentdecides to increase its visibility among key audiences and to create better understanding and appreciation for the work of the office and its staff.

Objectives

• Increase awareness of planning department staff knowledge and expertiseamong city and county council members and business and civic leaders.

• Meet and establish relationships with key media people, and build understanding of department expertise among target journalists.

10.3.3

Sample day-to-day communications plan

continued...



Audiences

The Your Town Planning Department has identified the following internal and external audiences:*

ExternalCity council membersCounty council membersBusiness leaders and developersAdvocacy group leadersInfluential citizens

InternalCity government colleagues engaged in planning issues

* An actual plan also should include brief audience profiles outlining relevant interests, motivations, and barriers to action.

Messages

As residents of Your Town make decisions about how the city will grow and develop,they can turn to planning department staff for assistance and expertise that will helplocal decision makers shape a community that offers better choices for where and howpeople work and live.

• Your Town planners spearheaded a consensus development effort that helpedcommunity members agree on a development ordinance that helps ensure anadequate housing supply for all income levels.

Planners can help Your Town civic leaders, business interests, and citizens to play ameaningful role in creating a community that enriches people’s lives.

• Your Town planners have expertise in convening stakeholders to make sounddecisions about growth and development.

• In 2003, Your Town planners helped the community conceive and approve arevitalization plan for the urban core.

• The planning department sponsored a series of neighborhood town hall meet-ings that helped community members come to consensus when they weredivided over the location of a proposed office park.

Your Town planners have helped create lasting value in the community we call home.• In 1995, Your Town planners created a comprehensive plan for the city that

helped earn it recognition as “one of the best places to live” in Your State in 2004.

continued...

Day-to-day planning 2 of 3


Materials and Activities

Materials*Fact Sheet(s) — on the planning department, and, as needed, on other topicssuch as the purpose and value of a master plan.

Media List — compile and keep current contact information for reporters andeditors at news organizations that reach your target audiences.

Press Releases — issue three to six over the course of the year, highlighting newsfrom the department such as the start of a master planning process, reachingagreement on the location of a big box store, or a new hire. In addition, issue two advisories regarding staff availability to provide perspective on issues press are currently covering.

Briefing materials for local government spokespeople — create background orbriefing materials that incorporate planning messages for political leaders who areserving as spokespeople on planning-related issues.

Web site — review and update as needed; ensure that it features biographies ofkey staff, department activities, and community events and meetings.

Activities*Background meetings — schedule briefings with city and county council members so that they are up to speed on planning department staff and activities.Include “burning issues” of concern to these officials, but also incorporate broadplanning (and where possible, American Planning Association) messages.

Outreach to spokespeople — provide background materials, talking points andassistance to non-planner spokespeople to facilitate their media interviews.Incorporate planning perspective and messages.

Presentations on major issues — schedule presentations for key political leaderson anticipated planning milestones and events the department will be involved in over the course of the next year.

Presentations to organizations such as local chamber of commerce or neighborhood groups — reach out and schedule presentations to or conversations with business leaders and developers, as well as leaders of advocacy and citizen organizations.

Reporter background briefings — schedule background briefings with reportersto familiarize them with the role and activities of the department.

Interviews — when the department issues a media advisory or press release, call reporters that receive it to let them know department spokespeople areknowledgeable about the subject at hand and available for interviews.

# # #

*This plan should contain more detail regarding materials and activities.

10.36

Day-to-day planning 3 of 3

10.1 Messages,

American Planning AssociationCommunications Plan for Fiscal Years 2005-2007

Adopted by the APA Board of Directors, October 2004

1.0 EXECUTIVE SUMMARY

This communications plan was created to guide the American PlanningAssociation’s outreach activities over the next three years and to support the long-term strategic efforts of APA to:

• increase support for city and regional planning,• increase reliance upon and respect for planners, and • raise the public profile of APA as the leading organization and resource

for good planning in the United States.

The activities outlined here aim to deliver APA’s messages in a compelling waythat is relevant to each target audience.

To support development of this plan, APA provided Axiom (APA's communica-tions consultant) with information about the publications and services it currentlyprovides to members, as well as new initiatives outlined in the organization’sShort-Term Strategic Plan (e.g., Super Topics). Axiom’s recommendations buildon this knowledge, and on what we learned about APA, planning, and plannersthrough an extensive print and electronic literature review. The recommendationsalso reflect our discussions with APA leadership, staff members, and others regard-ing professional planners, the planning discipline, and APA.

We recognize that APA has many productive efforts underway and no need — ortime — to reinvent the wheel. Therefore, most of our recommendations arerefinements to those ongoing operations and initiatives with high communica-tions potential. In cases where APA may be able to address unmet needs, however,we have suggested new projects.

10.3.4

APA FY2005-2007 communications plan


continued...

10.38 Planners’ Communications Guide: Strategies, Examples, and Tools for Everyday Practice

continued...

1.1 Communication goals. The communication goals listed in this communications plan reflect those in APA’s Development and Short-Term Strategic Plans for FY2004-2005. The communications plan hastwo overriding goals:

• To move critical decision makers — elected and appointed officials — to positions of active support of planners and planning;

• To establish APA as the premier authority both as a trustedsource of information on planning and as a leader in the planning movement.

1.2 Strategies and tactics. This plan lays the groundwork for an inten-sive, proactive campaign to achieve these goals over a three-year period by:

• Training planners how to communicate the value of their workto the political officials responsible for final planning decisionsand, secondly, how to leverage crucial discussion points intoopportunities to educate elected officials, civic leaders, engagedcitizens, and other community influentials about the value ofplanning.

• Using the media to reach and motivate civic and business leadersand engaged citizens to create a political environment conduciveto successful planning.

• Helping APA and its chapters and divisions frame messages andmaterials that readily engage reporters and their audiences andresult in significant media placements.

• Training APA leadership and representatives to incorporate APAmessages into their speeches, media interviews, and other profes-sional engagements.

• Supporting APA’s growth strategy by implementing all of theactivities outlined in this plan in a way that underscores the valueof APA membership and AICP certification.

• Identifying ways that APA can discuss emerging issues in order toestablish itself as the bold leader of the planning movement.

• Recommending ways that APA can align its existing resources inorder to put this plan into effect and evaluate the organization’soverall communications efforts.

APA plan 2 of 10


2.0 AUDIENCES AND CORE MESSAGES

2.1 Audiences. Understanding that communication about planninginvolves many issues, messages, and audiences, we recommend a strategicapproach focused on the most critical audiences that APA can influencewith targeted communications.

2.1.1 External Audiences:

• Elected and appointed officials• Mayors • City councils• City managers• County boards • Governors• State legislators• Planning boards and commission members

(non-APA members)• Business leaders involved in development • Nonprofit leaders • Engaged citizens

2.1.2 Internal audiences:

• APA leaders• APA members• APA staff

2.2 Core messages. These statements were shaped by APA staff and theAPA Board of Directors in collaboration with Axiom Communications.They were tested by means of in-depth interviews with representatives of selected audiences and through an online survey of APA members.Approved by the APA Board of Directors in January 2005, the messageswill be used as written (and occasionally paraphrased) in collateral and outreach materials and in media interviews. The messages will besupported by concrete, illustrative examples most relevant to particulartarget audiences. APA’s three key message are:

• Good planning helps create communities that offer better choicesfor where and how people work and live.

• Planning enables civic leaders, business interests, and citizens to play a meaningful role in creating communities that enrichpeople’s lives.

• APA members help create communities of lasting value.

APA plan 3 of 10

continued...

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3.0 SITUATION ANALYSIS

In an intensely partisan era, in the shadow of terrorism and war, and in the faceof mounting deficits and tight budgets, APA seeks to tell the planning story:

• to assert planning as a political and social priority;• to educate and inform audiences about the many concrete benefits

of planned growth and development;• to win recognition for planners, their unique perspective and

expertise, and the valuable role they play in shaping balanced, sustainable development solutions; and

• to build support for a disciplined approach to change, both within communities and across regions.

3.1 Public understanding of planning. Currently many Americansdon’t understand how planners work. Also, other organizations havebecome sophisticated and aggressive marketers and are encroaching on the growth and development turf that is the province of APA. These factors need to be taken into account in order for APA to achieve its mission.

While Americans recognize that problems plaguing their daily lives are the fruits of poor public decisions — traffic congestion, blightedneighborhoods, destruction of natural resources — many do not understand how the discipline of planning can directly resolve these issues.

3.2 Benefits of planning. All across America, the results of undisciplinedgrowth are eroding the quality of peoples’ lives, opening a door for APA to make a powerful case for the benefits of planning. Convincingpolitical decision-makers, business leaders, and engaged citizens thatplanning can help ease current problems and prevent new ones — whilesupporting planners so that they work at their professional best — is the overall goal this plan addresses.

3.3 APA strengths. APA has considerable strengths, not the least of which is a talented and diverse professional staff who share a commitment to addressing planning-related, quality-of-life issues affecting people today. APA has produced vast amounts of informationand reached out extensively through its conferences, website, and publications. With membership measured in the tens of thousands, italso has strength in numbers. Axiom and APA staff members anticipatethat chapters, divisions, student chapters, and members will play a pivotal role in implementing communications activities.

10.40

APA plan 4 of 10


4.0 STRATEGIC RECOMMENDATIONS AND TACTICAL IMPLEMENTATION

4.1 Strategy one: Supporting planners’ communication needs.For maximum impact, it's important not just to tell the planning storybut to create opportunities for APA audiences, such as elected officials,community leaders, and engaged citizens, to live the planning story in away that underscores the value of a planned approach to change.

APA can give credence to “planning story” messages and bolster its targetaudiences’ perceptions of the value of planners by upgrading members’communications skills and offering training, practical tools, and informa-tion sources that help APA members gain the confidence and support of elected officials and other community influentials so planners can perform at their professional best.

During our interviews and group discussions, we heard:• the very best planners understand the political environment and

can communicate well;• these skills are absolutely critical to planners’ success; and• many planners lack such knowledge and skills.

We also heard that a positive, cooperative, trustful relationship betweenpolitical decision-makers, citizens, and planners must be cultivated overtime, and planners are evaluated and judged at crucial points (we callthem “public decision points”), when appointed and elected officials andthe public are looking to planners for help and guidance.

To build credibility with elected officials and other community influentials and gain their confidence and support over time, planningdirectors and their staffs must develop effective working relationships with the decision-makers in their communities. The foundation for suchrelationships is effective communication and listening skills. To be calledupon for help in a crisis, a planner must have already developed a recordand a relationship of trust.

Skills should be used and demonstrated every day, as well as during public decision points. Such decision points — for example, communitycharrettes, public meetings, work sessions, and hearings — are “teachable”moments when audiences’ perceptions about planners are formed andrefined. In these moments, it is possible to demonstrate the planner’straining and experience in taking into account multiple viewpoints andpoint the way to consensus. At the same time, a planner's success as aneducator, broker, and persuader is winning respect and support for theplanning profession.

continued...

APA plan 5 of 10

continued...


4.1.1 Audiences to be targeted under this strategy include:

• Elected and appointed officials (mayors, city council members, county boards, county managers)

• Business leaders, development interests• Neighborhood and community leaders• Engaged citizens

4.1.2 Tactic — Communications toolkit

The Communications Toolkit should provide planners withinformation and resources that can help them build stronger andmore supportive relationships with elected officials and otherinfluential audiences, and more effectively engage, educate, per-suade, and facilitate agreements for critical audiences. Axiom andAPA will produce a communications toolkit during FY 2005with distribution to, and use by, members in FY2006.

The kit will be designed as a comprehensive, turnkey resource.We anticipate that instructional content will address topics suchas networking and building professional relationships, workingwith political players and elected officials, becoming an effectivepresenter, and working with the media. In developing the toolkit,ideas about content will be solicited from APA leaders and othermembers. The toolkit also will include templates for materials,such as a media kit, speeches, and other materials, that incorpo-rate APA-tested messages.

4.1.3 Tactic — pilot site selection for validation of strategies

It is suggested that a pilot program be undertaken in two to fourdifferent communities or regions during FY 2007. It's recom-mended that sites be selected based on media market size, avail-able resources of the APA chapter in the state or region, and theability of the chapter and participating cities to contributetoward project costs.

10.42

APA plan 6 of 10


4.2 Two: Reaching public influentials through media outlets.To move political decision-makers, APA needs to reach and motivatecivic and business leaders and engaged citizens. Through interviews and group discussions with public “influentials” — civic and businessleaders and engaged, active citizens — it is possible for supportersand allies of good planning to create a political environment conduciveto successful planning by holding elected officials accountable for planning decisions.

APA can reach such community leaders and engaged citizens directly — without unduly burdening planners — through earned media placements (e.g., articles, op-eds, profiles, letters to the editor) and issue advertisements. Such stories and advertisements should engage target audiences in ways that directly affect their quality of life. Also, APA can motivate these groups by publicizing stories thatrevolve around good planning outcomes.

4.2.1 Primary audiences targeted under this strategy:

• Business leaders • Community leaders• Planning commissioners and planning boards • Engaged citizens

4.2.2 Tactic — Market-driven media outreach

One of APA’s challenges in media relations has been identifyingand framing messages and materials that readily engage reportersand their audiences and result in significant media placements.We recommend re-orienting outreach so that it is driven notsolely by what APA wants to say, but by media and consumernews interest.

4.2.3 Tactic — Media training for APA spokespeople

Axiom can work with APA communications staff to craft andconduct media training for APA leaders including techniques for media management and successful interviews, and incorporating APA messages into speeches, media interviews, and other professional engagements.

APA plan 7 of 10

continued...

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4.2.4 Tactic — Media pitching and response

We recommend that APA increase its pro-active media outreachin the Washington, D.C., and Chicago media markets, sinceAPA has offices in these two cities. APA also should focus mediaoutreach efforts in cities where APA holds national planning conferences, and on major national newspapers and appropriatespecialty and trade publications.

4.2.5 Tactic — Speaking out advocacy network

Axiom recommends helping APA create and arm a network —comprised of chapters, chapter sections and divisions — that willeffectively advocate for good planning.

4.3 Strategy three: Establishing APA as the planning leader.APA should tackle and communicate about tough planning problems toestablish itself as the planning leader. APA already recognizes that oneway to reinforce its position as the leading authority on planning is toprovide premium materials and services.

Axiom believes that an equally important step in establishing APA’s lead-ership is taking bold, visible action to address a pervasive planning prob-lem. Simply stated, APA should “own” an issue.

Our recommendation builds on the Super Topic concept suggested inAPA’s FY 2004-2005 Short-Term Strategic Plan. Broad and aggressiveimplementation of this approach can establish APA as planning’s defini-tive thought- and action-leader.

The Super Topic approach can provide both external (image) and inter-nal (operational) benefits. It can substantiate APA’s assertion of authorityin the message platform, enhance organizational stature by creating posi-tive associations and a definitive profile for APA in the minds of the asso-ciation’s critical audiences, and provide focus and a sense of purpose forAPA’s offices and many departments.

4.3.1 Primary audiences to be targeted under this strategy include:

• Elected and appointed officials (especially mayors, city councils,county board members, governors, state and federal legislators)

• Leaders from the housing and development industries (including financial interests)

• Nonprofit leaders • Community and neighborhood leaders• Planning commissioners and boards• Engaged citizens

10.44

APA plan 8 of 10


4.3.2 Tactic — Super topic symposia

APA has adopted safe growth as an umbrella theme for FY2005.Axiom recommends working with APA to identify speakers, plansymposium sessions, and promote media coverage of safe growth,planning, and APA.

4.3.3 Tactic — National Planning Conference

APA should use its annual conference to highlight and drawlocal, regional, and national media attention to its Super Topicby including conference sessions that address the topic, invitingnationally known and recognized experts to speak about thetopic, holding panel discussions, and releasing special reports orsurveys that address the topic.

4.4 Strategy four: Leveraging existing programs and ensuring impact. Axiom will help APA evaluate existing programs, publications, and projects to ensure that they are used fully to help achieve APA's primary communications goals. In addition, Axiom will help APA align resources to ensure effective and efficient implementation of APA's organization-wide communications program as well as assess its impact.

4.4.1 Tactic — On-going assessment of media opportunities

Regularly assess APA programs and activities (Research, other departments; AICP College of Fellows; audio conferences; community assistance team; etc.) as well as periodicals (JAPA, Planning), Planners Press books, PlanningAdvisory Service (PAS) reports and newsletters (Zoning Practice,Planning & Environmental Law) for potential to generate mediaattention and coverage (whether for news, feature, evergreen, orbackground stories; material for use in guest commentaries or bynewspaper columnists; or other materials that can used to helpgenerate media attention and coverage about APA and its issues).

4.4.2 Tactic — Recognize outcomes of good planning

Axiom recommends that APA highlight and publicize the resultsof outstanding and effective planning efforts at the street andneighborhood levels, whether as part of an existing APA programor a new effort.

APA plan 9 of 10

continued...


5.0 COMMUNICATIONS PROGRAM EVALUATION

As part of this plan, Axiom recommends conducting an evaluation of those com-munications strategies and tactics that are implemented, as well as planning andconducting a comprehensive evaluation of the effectiveness of the entire communi-cations campaign at the end of the three-year period.

5.1 Evaluation methodology. Axiom suggests carrying out a comprehen-sive assessment of the campaign's effectiveness by conducting surveys ofAPA leadership, staff, and members, as well as a representative sample ofelected and appointed officials, business and nonprofit leaders, and con-cerned citizens.

# # #

APA plan 10 of 10

1 Messages,

10.3.5

Example, bond referendum information campaign plan


Pembroke Pines, Florida, Bond Referendum Communications Plan

Summary: The City of Pembroke Pines, Florida (150,000 population), launched a pub-lic information campaign in January 2005 to inform and gain the support of residentsfor a $100 million bond issue. The city authorized up to $50,000 for mailing an infor-mation brochure to all households in the community. The referendum was held March8, 2005, and passed with 52 percent of the vote.

1.0 SITUATION AND BACKGROUND

1.1 Discussions about making capital improvements to the community goon for several years until Mayor Frank Ortis, quoted in the Sun-Sentinalon January 30, 2005, suggests the time to act is now and that "dollarsdon't get cheaper. A high percentage of the community is made up ofretirees who would not benefit directly from some of the proposedimprovements (soccer and ball fields, recreational center). To help securepassage of the referendum, the city and non-government groups formedto support the proposal held meetings, made public presentations, andundertook e-mail message campaigns aimed at commuters, householdswith children, and other residents who were most likely to vote for andbenefit from the capital improvements.

2.0 CAMPAIGN GOAL

2.1 Secure funding for various capital improvement projects within the Cityof Pembroke Pines, Florida, through a $100 million dollar bond issue

3.0 CAMPAIGN OBJECTIVES

3.1 Secure a majority vote from the City Commission in January 2005 inorder to place the referendum on the ballot for a March 8, 2005, election

3.2 Secure voter approval of the bond in order to fund various capitalimprovements in Pembroke Pines

continued...

10.48

continued...


4.0 CAMPAIGN PROGRAM AND DECISIONS

4.1 Preliminary research

4.1.1 Target audience(s)• All city residents and those most likely to vote (those living in

condominiums, households with children, commuters, etc.)• “Soccer moms” and “softball dads”• Developers and others who can contribute financially to

organizations that support and campaign for the bond proposal• Elected officials (i.e., City Commission)• Community leaders and organizations (civic groups, home

owner associations, West Pines Optimist Club, etc.)• External media (area newspapers, radio and television stations)

4.1.4 Campaign messages• Message One: Pay less now or more later• Message Two: Bond will provide new playing fields and

recreational equipment for our children• Message Three: Transportation and recreation improvements

will improve the quality of life for everyone in Pembroke Pines

4.1.5 Campaign communication vehicles• Communication vehicles included local newspapers, radio sta-

tions, television shows and news broadcasts, public meetings,World Wide Web, brochures and pamphlets, and the govern-ment-operated cable station

4.1.6 Campaign budget (spending authorized by the city)• Up to $50,000 authorized for informational brochures,

video, and mailing costs

4.1.7 Campaign schedule• Meet January 2005 deadline for City Commission to place

referendum on ballot (discuss and vote at Jan. 13, 2005, meeting)• Distribute press release announcing capital improvements

initiative and referendum (released Jan. 25)• Produce and distribute informational brochures to all city

households (mail between Feb. 13-20)• Conduct public information meetings (six total: scheduled for

Feb. 21, 22, 23 (two meetings), 24, and March 3) • Election Day (March 8)

5.0 STRATEGIES AND TACTICS

5.1 Strategy One: Implement steps to achieve Objective One (i.e., secure amajority vote from the City Commission to place the bond issue on theballot for the March 8 election)

Pembroke Pines 2 of 5

10.49

5.1.1 Advocate for City Commission approval of the bond referendum• Mayor Frank Ortis, the primary spokesperson for the bond issue,

engaged the City Commission in thoughtful conversation anddebate over the referendum

• Message one (i.e. pay less now or more later) was directed atthe City Commission in order to make two points:- By piggy-backing the bond on a county-wide referendum

on a slot machine proposal (March election), the city can save $80,00

- Given rising construction costs, it makes sense to borrowmoney to do the projects now instead of paying more to do them later

5.1 Strategy Two: Implement steps to achieve Objective Two (i.e., secure voterapproval of the bond referendum to fund capital improvements)

5.2.1 Create general awareness and understanding among likelyvoters of the bond referendum and corresponding capital improvements• Issue news release announcing the capital improvements

referendum to be on March 8 ballot and provide detailed information about proposed projects (release issued Jan. 25)

• Describe how funds to be spent ($52 million for communityrecreation projects; $15 million for road improvements; $15 economic development; $11 million contingency; $6 million forrefinancing existing bonds; $1 million for cost of bond issuance)

• Distribute informational brochures to all households inPembroke Pines (mail between Feb. 13-20)

• Hold public meetings to educate citizens about referendum and proposed projects (held between Feb. 21 and March 3)

• Post background information, major developments, and information about public meetings on city website to enable citizens to be informed

• Provide information about cost to homeowners (tax increase-to start at $42 a year and eventually rise to $96 a year forhome valued at $150,000)

5.2.2 Generate strong support from community leaders and targeted audiences • Arrange meeting for Mayor Ortis with community leaders,

including all homeowner association presidents; ask that they be ambassadors of the bond issue and speak in support of referendum (meeting held Jan. 25; over 200 attend)

• Organize month-long outreach effort and speaking tour forMayor Ortis and several city commissioners to meet separatelywith Pembroke Pines civic groups, condominium homeownersassociations, and other community groups about need for andimportance of capital improvements (conducted February)



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10.50

continued...


5.2.3 Activities by non-governmental groups in support of referendum• Mayor Ortis to appoint community leader to head a non-

governmental organization to advocate for passage of the bond proposal (former state legislator Fred Lippman selected)

• Second non-governmental group, "Vote Yes for Pembroke Pines Future," to be organized to campaign in behalf of the bond proposal. The group is chaired by Broward County Clerk of Courts Howard Forman; activities include:- Printing and distributing brochure;- Soliciting and receiving donations to support cost of

campaign materials and actions ($80,000 raised)• Other community groups and citizens actively support proposal:

- E-mail message outreach by West Pines Optimist Club executive board (targets 2,000 likely voters);

- E-mail outreach by local football commissioner (reaches atleast 500 families)

5.2.4 Answer questions, counter objections raised by organized opponents of bond proposal• In response to questions that city is rushing through a bond

proposal (Response: Residents have been asking for these capital improvements for years.)

• In response to questions about why need $100 million whennot all of the bonds are to be issued and use of some of the funds is unspecified (Response: City developed charts showing how all funds would be spent; point out that it is likely that not all of the funds will be needed.)

6.0 EVALUATION

6.1 Evaluation criteria used to measure the campaign’s success

6.1.1 Approval of placing referendum on the March 2005 ballotby the city commission• City commissioners voted 5-0 to place the $100 million

bond referendum on the March ballot

6.1.2 Percentage of voters approving the measure• Bond issue passed with 52.7 percent of the vote


10.51

1 Messages, 7.0 CAMPAIGN ACTION TIMELINE

(Selected activities December 2004-March 2005)


TACTIC January 2005 February 2005 March 2005

Materials

Brochure mailing •

Website • • •

News release •

Materials distributed by non-governmental • •bond supporters

Meetings, events

Public meetings • •

Community leader meeting with mayor •

Civic group meetings with mayor • •

Activities of non-governmental spokespeople • •supporting bond proposal



10.3.6

Example, transit/land-use plan and funding communications plan

Communications plan for Charlotte-Mecklenburg, North Carolina, 2025 Plan and Funding Strategy

Summary: The communications and public participation effort, described below, wasdeveloped and implemented in 1998 by the City of Charlotte and MecklenburgCounty, two separate governments in North Carolina. Voters subsequently approved ahalf cent increase in the local sales tax in order to fund implementation of the $1.06billion Charlotte-Mecklenburg 2025 Integrated Transit/Land-Use Plan.

1.0 SITUATION AND BACKGROUND

1.1 With a high level of traffic congestion and demographic projections fore-casting tremendous growth, the City of Charlotte and MecklenburgCounty, North Carolina, in 1998 embrace their 2025 IntegratedTransit/Land-Use Plan to sustain the area’s economic growth while protect-ing citizens’ quality of life

1.2 In the spring of 1998, the city and county initiate an intensive communi-cations campaign to call public attention to key transit recommendationsmade in the plan

1.3 The city’s corporate communications department designs a communica-tions campaign not only to educate citizens about the Transit/Land-UsePlan and associated recommendations, but also to involve citizens in thenext step: deciding whether to fund implementation of the plan with ahalf cent increase in the local sales tax

1.4 After the communications and public participation campaign ends inAugust 1998 and the County Commission votes to place the referendumon the November 1998 ballot, the responsibility of encouraging voters toapprove the half cent tax increase shifts to community organizations andinterested citizens

2.0 CAMPAIGN GOAL AND THEME

2.1 Secure funding for the implementation of key transit recommendationsmade in the Charlotte-Mecklenburg 2025 Integrated Transit/Land-Use Plan

2.2 Theme of campaign: The Wheels of Change, A Community in Motion

10.52

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continued...

3.0 CAMPAIGN OBJECTIVES

3.1 Create public awareness and understanding of transit and land-use issuesas well as obtain input about the Transit/Land-Use Plan

3.2 Secure a steady source of funding to implement the Transit/Land-Use Plan

4.0 CAMPAIGN PROGRAM AND DECISIONS

4.1 Preliminary research

4.1.1 Conduct research and public opinion survey (March);findings show:• 81percent of citizens strongly believe a better mass transit

system is needed to cope with future growth• 60 percent support the idea of a sales tax increase to

fund rapid transit• 62 percent support planned growth along major

transportation corridors• 42 percent of respondents indicate a desire to participate

in the development of a transit system

4.1.2 Clarify and refine campaign goal and objectives• Goal: Fund the implementation of key transit recommendations

made in the Charlotte-Mecklenburg 2025IntegratedTransit/Land-Use Plan

• Objective one: Create general awareness and understandingof transit and land-use issues and associated opportunities and challenges

• Objective two: Gain as much input and feedback from target audiences as possible about the Transit/Land-Use Plan

• Objective three: Generate sufficient citizen involvement andsupport for implementing the Transit/Land-Use Plan in order forthe County Commission to justify a sales tax referendum

• Objective four: Secure voter approval of a half-cent sales taxincrease to fund new transit initiatives

4.1.3 Identify target audience(s)• Commuters and likely voters• Elected officials and government agencies (county commission,

city council, managers/councils of towns in the county,• Business associations (chambers of commerce, Charlotte

Center City Partners, business corridor associations, etc.)• The media (local news channels, newspapers, radio stations etc.)• Community leaders and organizations (neighborhood

associations, Citizens for Effective Government, Citizens forEfficient Transportation, local environmental groups, etc.)

Charlotte-Mecklenburg 2 of 7

4.1.4 Identify campaign message(s)• Message One: Public involvement is paramount to the success of

the plan; the plan was developed with overwhelming citizen input.• Message Two: The transit plan will provide alternatives to

Charlotte-Mecklenburg congestion, will help promote economicdevelopment, and will guide growth by redirecting developmentto specified transportation corridors.

4.1.5 Identify campaign communication vehicles• Local newspapers, radio stations, television shows and news

broadcasts, World Wide Web, newsletters, pamphlets, and public speaking opportunities

4.1.6 Determine campaign budget• $150,000 with approximately $35,000 of total earmarked

for advertising

4.1.7 Important public meetings• VIP reception and campaign kick-off (March 19) • Conduct first round of corridor-wide public meetings

(five locations, April 20-22)• Conduct second round of corridor-wide public meetings

(five locations, May 18-20)• Conduct community-wide meeting (May 27)• Conduct third round of corridor-wide public meetings

(five locations, June 15-17)• Conduct community-wide meeting (July 21)• County commission meeting to decide whether to place

sales tax question on ballot (August 11)

5.0 STRATEGIES AND TACTICS

5.1 Strategy One: Implement steps to achieve Objective One (i.e., creategeneral awareness and understanding of transit and land-use issues andtheir associated opportunities, see 4.1.2). Focus on media outreach topublicize issues addressed by the Transit/Land-Use Plan.

5.1.1 Create two major newspaper inserts summarizing the plan (publish in March and July)• First newspaper insert to summarize plan and identify upcoming

events and activities (March; to reach 160,000 homes)• Second newspaper insert to address plan updates, community

response to plan, and coming events and activities (July; to reach 160,000 homes)

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5.1.2 Participate in local area television programs and radio talk shows and focus attention on the Transit/Land-Use Plan• "Charlotte Behind the Scenes," a monthly, 30-minute variety

TV show on cable channel 16 (April show focuses on generalawareness and public involvement; July show focuses on planstatus and corridor alignments)

• "Agenda Charlotte," a monthly, 30-minute show hosted byCharlotte Mayor Pat McCrory (May and June shows to focus on the Transit/Land-Use Plan)

• "Police Beat Live," a monthly call-in show hosted by PoliceChief Nowicki (May show to focus on relationships among transit, safety, and neighborhood issues)

5.1.3 Place frequently asked questions (FAQs), background information, and major developments on city-county web site (http://emailcharmeck.org/Living/home.htm)• FAQs to include: 1) Will the transit system be self-sufficient

and if so, when? 2) Is there a specific time frame in which tocomplete implementation of the plan? When will we actually seetransit in place? 3) What is the anticipated impact of transit onproperty values along the corridors? 4) Why are we consideringrapid transit now when we don’t have the current populationand development patterns to support transit?

• Provide background information, including an overview of theproblem, an overview of the plan, a map of possible transitalignments, etc.

• Describe major development issues detailing the progress of the plan; keep website current in order to keep citizens updated on progress

5.1.4 Maintain an e-mail mailbox where citizens can send questionsand receive prompt responses

5.1.5 Provide recorded audio messages and written information via faxupon request through the Call Charlotte/Fast Fax automated information system

5.1.6 Provide a bi-weekly newsletter (Transitions) for interested citizensbeginning in April and ending in August (6,000 citizens receivednewsletter)

5.1.7 Conduct various media relations activities throughout the campaign.Maintain strong communication with media; assist reporters with information and story ideas• Send out numerous news releases as appropriate to the 24

area media outlets throughout the entire campaign


http://emailcharmeck.org/Living/home.htm

5.2 Strategy two: Implement steps to achieve Objective Two (i.e., gain asmuch input and feedback as possible from target audiences about theTransit/Land-Use Plan). Generate both interest and participation in commu-nity-wide and corridor-specific public meetings in order to get citizen input

5.2.1 Hold three community-wide public meetings to both inform citizensand gather input and feedback from residents (schedule meetingsfor mid-March, late-May, and mid-July)• Broadcast community-wide public meetings on the city’s

government information television channel; provide call-inopportunities for viewers

5.2.2 Conduct 15 corridor-wide public meetings to both inform residentsand gather input and feedback from community members • Independence Corridor meetings (April 21, May 18, June 16)• South Corridor meetings (April 20, May 18, June 16)• Northeast (University) Corridor meetings (April 20, May 19, June 15)• Airport Corridor meetings (April 21, May 19, June 15)• North Mecklenburg Corridor meetings (April 22, May 20,

June 17)

5.2.3 Post the dates, times, and locations of all the public meetings onthe city-county web site

5.2.4 Promote coming public meetings through City Notes (monthlyinserts on city service bills (water, trash removal); start in Marchand end in July)

5.2.5 Advertise public meetings through local newspapers, area radiostations, and local cable channel billboard (March, April, May,June, July)

5.2.6 Provide direct mail address and e-mail opportunities for citizensto send in comments on the Transit/Land-Use Plan

5.3 Strategy three: Implement steps to achieve Objective Three (i.e., showcitizen involvement and support to county commission in order to justifyplacing on November ballot a referendum for a half-cent sales tax increaseto fund transit). Illustrate interest and support for the plan among targetaudiences and recommend that referendum be held

5.3.1 Keep the county commission updated and informed aboutcommunity involvement and participation at public meetings and other events• Fax a bi-weekly newsletter specifically for elected officials in

area (April through August)• Maintain direct correspondence (phone calls, e-mail, group

meetings) with county commissioners to ensure that they remaininformed about events and the extent of public participation

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5.3.2 Create a 21-member Transit Planning Advisory Committee (T-PAC)to advise elected officials, staff, and consultants on the thoroughnessof the technical and public involvement process• Invite members of the county commission to appoint several

members of the committee• T-PAC to met twice monthly (March through August)

5.4 Strategy four: Focus on Objective Four (i.e., secure voter approval of a half-cent sales tax increase to fund transit). Continue information cam-paign through election day using non-government allies and supporters

5.4.1 Keep voters aware and informed about the Transit/Land Use Plan• Create an independent referendum committee to oversee

community education efforts after the campaign (August to November)

• Community leaders speak to interested civic, social, and neighborhood groups about the plan and referendum (August to November)

• Non-government allies and supporters implement tactics similarto those discussed under Strategy One in order to increaseawareness about and support for the Transit/Land Use Plan and coming referendum

5.4.2 Maintain clear messages throughout the campaign (e.g., “This transitplan will provide alternatives to Charlotte-Mecklenburg congestion”;“This transit plan is good for economic development”; “This transitplan will foster positive growth”)• Create positive associations with the Transit/Land Use Plan

by sticking to the campaign message(s) in public meetings, interviews, and in newsletters and other publications throughout the campaign

5.4.3 Engage voters in meaningful public participation during the planning process• Hold community-wide and corridor-wide public meetings

that encourage citizens to provide input and comment on the plan and planning process

• Use citizen input to make changes as needed to the consultants’original version of the Transit/Land Use Plan

5.4.4 Maintain an honest and open dialogue with both proponentsand opponents of the Transit/Land Use Plan at all public meet-ings and during interviews throughout the campaign



6.0 EVALUATION

6.1 Evaluate the campaign’s success. Three criteria used:

6.1.1 Attendance at public meetings• An estimated 1,100 citizens attended public meetings• More citizens participated in the process of developing this plan

than have ever before participated in a community-wide planning effort in Charlotte-Mecklenburg

• “This process is democracy at its best!” — Citizen comment onthe public involvement process

• Extensive media coverage, including hundreds of newspaper articles onCharlotte-Mecklenburg Transit/Land-Use Plan, helped keep citizensinterested and informed, and motivated to participate in the process

6.1.2 Placing a referendum on the November 1998 ballot by the county commission• The county commissioners, by a 6-3 vote, placed a referendum on

the November ballot for a half-cent sales tax increase to fund transit

6.1.3 Percentage of voters approving the measure• The bond issue passed with 58 percent of the vote

7.0 CAMPAIGN ACTION TIMELINE (Selected activities March-August 1998)


TACTIC January 2005 February 2005 March 2005

Materials

Brochure mailing •

Website • • •

News release •

Materials distributed by non-governmental • •bond supporters

Meetings, events

Public meetings • •

Community leader meeting with mayor •

Civic group meetings with mayor • •

Activities of non-governmental spokespeople • •supporting bond proposal


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10.59

10.4 Sample Media Kit Materials and Op-eds

10.4.1

Contents for a media kit

News or Media Advisory

A news advisory is a one-page notice on your department, agency, organization, chapter, or section letterhead that alerts media outlets to an upcoming event such as a chapter conference or session, legislative initiative, or awards ceremony. The purposeof this advisory is to interest the media in attending the event and learn more — not to tell the entire story.

When writing the advisory, keep it short. Key components include a brief descriptionof the event and its purpose, the location, the day and time, and names of participants.A contact name and telephone number is essential if reporters are to follow up.

When distributing the advisory, a good rule of thumb is to send it out roughly twoweeks in advance of the event to local reporters and editors, wire service daybook editors, and area newspapers’ “week-ahead” columns listing upcoming activities andevents in the community. Daybooks, daily listings of all activities to which the mediaare invited, are published by the Associated Press (AP), United Press International(UPI), and Reuters.

Media Advisory FormatXYZ Chapter of the American Planning Association

Announces (or other appropriate verb) Subject Matter

Brief description of event and what will occur (This section should be kept to one or two paragraphs and be written in layman’s terms. It should explain the “what” and the“why” of the event and indicate why readers and viewers would be interested in the topic.Use statistics, when appropriate, to add weight to the subject matter.)

Date: [Day of the week, month, date, year]Time: [Time event begins and ends. Be sure to include a.m. and p.m.

as appropriate]Where: [Name and address of the facility, including room number or name

(auditorium), if appropriate]Who: [Names and titles of VIPs and featured speakers]Contact: [Name, phone number, and e-mail address of person to contact for

additional information]

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Press Release

Press releases can be as powerful a tool as an advertisement yet are only a fraction of the cost.In some communities, newspapers may use the press release verbatim as an article. In otherplaces, reporters may incorporate the information into a larger piece. Media outlets receivedozens, sometimes hundreds, of press releases each day. Those that rise to the top are simple,concise, factual, well written, and have genuine news value or an interesting story hook.

Any release should appear on your chapter or organization's letterhead, and should startwith the DATE, CONTACT NAME/PHONE NUMBER, and the RELEASE DATE.Use FOR IMMEDIATE RELEASE if the issue or event is timely.

A press release is more detailed than a media or news advisory. It answers the questions:WHO, WHAT, WHERE, WHEN, WHY and HOW. Releases generally utilize aninverted pyramid format, presenting information in descending order of importance.The final paragraph generally includes a statement about the chapter and the AmericanPlanning Association.

Press releases should be no more than two pages, double-spaced with one-inch margins and contain no more than 500 words. At the bottom of the first page place the word “-more-” and a “-30-” or “# # #” at the bottom of the last page of the release.Simple, declarative statements work best. Be sure to include direct quotes, which enliven your story and heighten the significance of points being made. Grammar andspelling count.

A conference or event press releases may focus on your overall conference and its theme or may highlight specific sessions of importance. Awards releases may provide an overview of all recipients or may focus on a single project, plan, or person.

For examples of press releases, visit http://www.planning.org/newsreleases/index.htm.

Media kit contents 2 of 4

http://www.planning.org/newsreleases/index.htm


Press Release Template

[Always use organization logo or letterhead at top of page.]

FOR IMMEDIATE RELEASE Contact: [Name][Month, Date and Year] [Phone and E-mail]

XYZ Chapter of the American Planning AssociationAnnounces (or other appropriate verb) Subject Matter

CITY, STATE (where news is originating) — Lead sentence (this sentence should not onlyconvey as much information as possible about the subject matter, but catch readers’ attention)

Six to eight supporting paragraphs (these should provide additional information andanswer the remaining questions of who, what, where, when, why, and how in descendingorder of importance).

Concluding paragraph (should include information about the chapter and the AmericanPlanning Association).

Boiler plate text (include a standardized description about the American PlanningAssociation and the value of planning).


continued...


Background Sheet

A background or fact sheet is a document that provides context for the press releaseand/or media advisory so that a journalist can write about the issue with greater depthand perspective. It details the historical framework for the subject matter, includingevents leading up to the current state of affairs. It is strictly factual. Like the pressrelease and media advisory, a background sheet should appear on your organization'sletterhead.

Bios

The purpose of a bio sheet is to establish the authority of an individual to address spe-cific topics. Media outlets are looking to interview highly credible experts. Bios shouldprovide information about the backgrounds of speakers or officials that is relevant tothe subject matter at hand. Bios are more effective when credentials are presented in aconversational style rather than a list of affiliations, experience, and education. Photosare helpful and should be included or made available if possible.

Quote Sheet

A quote sheet or talking points are used by spokespeople during an interview, newsconference, or other public appearance. Some speakers think of talking points as amini-speech. Others develop talking points based on their key messages or most impor-tant points.

Talking points are one- or two-sentence answers to basic questions that would be askedby anyone who wants to understand your work or the issue at hand. They are easilymemorized and can be used over and over to respond to media inquiries.

Talking points should be short and uncomplicated — keep your sentences to 10 to 15words, which provides broadcast and print journalists with easily used "sound bites."Do not use technical terms or jargon; encapsulate the main points you want the audi-ence to remember; and be interesting enough so that reporters will want to quote you.

# # #


Media Advisory Template(Legislative Event)


"Place Attention-Getting Title Here"

Event Description (concise and factual; up to 100 words)

Date: [Day of the Week, Month and Year]Time: [Provide start and end times when possible to give reporters

a sense of time commitment]Where: [Street address, City, State Zip]Who: [Name, title (if title does not convey reason for

participation, include brief statement to that end)]Contact: [Name, title of the (Name) Chapter of the American

Planning Association, telephone number, e-mail address]

[Legislative event sample media advisory—see sample on page 10.64]

10.4.2

Components of a legislative promotional campaign


continued...


continued...

10.64

Press Release Template(Legislative Program)




CITY, STATE (where event taking place) — Introduction (Lead sentence should answerthe who, what, and why.)

Six to eight supporting paragraphs (The second and succeeding paragraphs should supportthe introduction and provide data, anecdotes, and analysis that support the introduction.)

Concluding paragraph (Describe the work of the chapter and APA.) Suggested languageincludes:

The (State/Name) Chapter of APA provides statewide leadership in the development ofsustainable communities by advocating excellence in planning, providing professionaldevelopment for its nearly (Number) members, and working to protect and enhance thenatural and built environments.

Boiler plate text (Use at end of press release.)

APA and its professional institute, the American Institute of Certified Planners, are dedicated to advancing theart, science, and profession of good planning — physical, economic, and social — so as to create communitiesthat offer better choices for where and how people work and live. Members of APA help create communities oflasting value and encourage civic leaders, business interests, and citizens to play a meaningful role in creatingcommunities that enrich people's lives. APA has offices in Washington, D.C., Chicago, Ill., and Shanghai, China.For more information, visit its website at http://www.planning.org.

# # #

Sample Press Release(Legislative Program)

Visit http://www.nc-apa.org/Legislative/NCAPAPressRelease4-19-04.pdf.

Legislative components 2 of 3


http://www.nc-apa.org/Legislative/NCAPAPressRelease4-19-04.pdf


Background Sheet Template(Legislative Program)


"Background on (Topic) in (State/Region)"

• (Begin with broader, more general statements that provide perspective about the issue at hand.)

• (Narrow focus and relate details that support chapter’s position.)• (Provide specific data — amount of land involved, price tag, cost of not undertaking

action, numbers of people effected, etc. Whenever possible, incorporate visuals —graphs, charts, photos, illustrations, etc.)

• (Include anecdotes that illustrate the imperative of the chapter’s position.)

Sample Background Sheet(Legislative Program)

Visit http://www.nc-apa.org/smart%20growth2.htm and then scroll down to“Background Statistics.”

Quote Sheet Template(Legislative Program)

[Always use organization logo or letterhead at top of page]

"Talking Points on (Topic) in (State/Region)"

• (Begin with broader, more general statements that provide perspective about the issue at hand.)

• (Narrow focus and relate details that support chapter’s position.)• (Provide specific data — amount of land involved, price tag, cost of not undertaking

action, numbers of people effected, etc.)• (Include anecdotes that illustrate the imperative of the chapter’s position.)

Sample Quote Sheet(Conference or Event)

Visit http://www.nc-apa.org/smart%20growth2.htm.

# # #

Legislative components 3 of 3

http://www.nc-apa.org/smart%20growth2.htm

http://www.nc-apa.org/smart%20growth2.htm


1 Messages,

Media Advisory Template(Conference or Conference Session)





a sense of time commitment]Where: [Street address, City, State Zip]Who: [Name, title (if title does not convey reason for

participation, include brief statement to that end)]Contact: [Name, title of the (Name) Chapter of the American

Planning Association, telephone number, e-mail address]

[Legislative Event sample media advisory—see sample on page 10.61]

10.4.3

Media kit components for promoting a conference or event

continued...


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Sample Media Advisory(Conference or Event)

Planners Discuss Next Steps After Hurricane Katrina

Who: Paul Farmer, AICP, Executive Director and CEO, American Planning Association, Moderator

David Siegel, AICP, President, American Planning AssociationGrover Mouton, III, Director, Tulane Regional Urban Design Center

and Adjunct Professor, Tulane School of ArchitectureJim Schwab, AICP, Senior Researcher, American Planning AssociationBob Barber, AICP, Planning Director of Hernando, Mississippi,

and Planning Consultant (via telephone)Edward J. Blakely, Chair of Urban and Regional Planning at

the University of Sydney, Australia (via telephone)David Preziosi, AICP, President, Mississippi Chapter of the

American Planning Association (via telephone)Ken Topping, FAICP, Principal, Topping Associates

International (via telephone)Stephen Villavaso, FAICP, President, Louisiana Chapter of the

American Planning Association (via telephone)

What: News conference on the planning considerations that must be consideredwhen rebuilding after Hurricane Katrina. The panel includes plannersfrom the devastated regions and experts specializing in disaster mitigation.The experts will discuss how to accomplish rebuilding, the importance ofmaintaining community and the need for disaster mitigation in all com-munities. Learn how the American Planning Association is helping in therebuilding process.

When: Monday, Sept. 19, 2005, Noon-1 p.m. EDT

Where: Teleconference: Join the news conference via telephone. To participate, dial 1-888-343-2168

In Person: National Press Club, Zenger Room, 13th floor. TheNPC is located at 529 14th St., NW, Washington D.C.A light lunch will be provided.

Why: Many have asked “what now” for the City of New Orleans and othercommunities devastated by Hurricane Katrina. Experienced planners havethe knowledge and training to rebuild communities of lasting value.

Contact: Denny Johnson, APA Public Affairs, 202-349-1006, [email protected] Rewers, APA Public Affairs, 312-786-6395, [email protected]

Conference components 2 of 9

Press Release Template(Conference or Conference Session)



"Place Attention-Getting Title Here"Offer of complementary registration to media representatives

CITY, STATE (Where conference or event will take place.) — Introduction (Lead sentenceshould indicate what is happening, when it is happening, and why it is occurring.)

Six to eight supporting paragraphs (The second and succeeding paragraphs should containinformation that will pique a reporter’s curiosity. When specific information about individ-ual sessions or speakers is included, be sure to provide day, time, and place.)

Concluding paragraph (Include information about both the chapter and the parent organiza-tion.) Suggested language includes:




# # #

Sample Press Release(Conference or Conference Session)

Visit http://www.planning.org/newsreleases/2005/ftp02020501.htm.

continued...




http://www.planning.org/newsreleases/2005/ftp02020501.htm


continued...

Background Sheet Template


Backgrounder on the (Name of your chapter, organization, agency, or department)

Introduction (Brief statement about the chapter to include number of members, years inexistence, any sections or topical subgroups.)

Mission (Summarize, in laymen’s terms, the chapter’s raison d’etre.)

Accomplishments (Use bullets to list 3-5 recent accomplishments, achievements, or recogni-tion received.)

Programs (Briefly describe any programs — including legislative, awards, education, andpublications of interest or notice.)

Sample Background Sheet

BackgrounderPlanning and the Planning Profession

• More than 64 percent of U.S. metropolitan governments have adopted land-useplans and 73 percent have a professional land-use planner.

• Planning saves money for communities. For example, the Center for Urban PolicyResearch estimates that implementing New Jersey’s State Plan will save as much as$2.3 billion in local road, water and sewer infrastructure costs by 2020.

• Founding Father Thomas Jefferson was a visionary in urban planning, helping to designJeffersonville, Indiana and advising Charles L’Enfant on the design of Washington, D.C.

• The first U.S. city to be mapped was St. Augustine, Florida in 1564.

• The first urban growth regulations in the country were adopted by early NewEngland settlers, who stipulated that all lots had to be occupied before familiescould settle outside of a township.

• The first legal decision involving land-use planning was in 1896 when the U.S.Supreme Court upheld the acquisition of the Gettysburg National Battlefieldagainst the Gettysburg Electric Railway Company.

• The first major American city to officially endorse a comprehensive plan wasCincinnati, Ohio in 1925.

# # #


10.70

1 Messages, Bio Template

(Organizational Spokespersons)


Spokespersons for the (State/Name) Organizationor Chapter of the American Planning Association

Introduction (Indicate that the individuals listed are speaking on behalf of the chapter andnot in their capacity as a public or private sector employee.)

Name, AICP or FAICP (if applicable). (Brief description of the individual’s professional plan-ning positions, chapter role, awards or recognition received, any areas of expertise, and a photo.)





Bio Template(Conference Speakers)


About (State/Name) APA (Conference or Event) Speakers

Speaker’s Name, AICP or FAICP (if applicable) (Provide a brief description of the individual’s professional positions, awards or recognitionreceived, and any areas of expertise. Include the speaker’s topic, its relevancy, and a photo ofthe speaker if possible.)

Speaker’s Name(Provide a brief description of the individual’s professional positions, awards or recognitionreceived, and any areas of expertise. Include the speaker’s topic, its relevancy, and a photo ofthe speaker if possible.)



continued...


continued...

Sample Bio(Conference or Event Speakers)

Paul Farmer, AICP

Paul Farmer is the executive director and CEO of the American Planning Association. Hespent 20 years in senior management positions as deputy planning director in Pittsburgh,director of city planning in Minneapolis, and executive director of planning and develop-ment in Eugene, Ore. During his years of practice, he served as an adjunct faculty mem-ber at the University of Pittsburgh, Carnegie Mellon University, Georgia Tech and theUniversity of Oregon. Farmer grew up in Shreveport, La. attended Rice University inHouston (B.A. and B. Arch., 1967), and Cornell University in Ithaca, N.Y., where he wasa Richard King Mellon Fellow and received a master’s degree in city and regional plan-ning in 1971. In 1968, he helped to found the National Association of Student Planners.

Farmer started out in academe, as a founding faculty member of the graduate programin planning at the University of Wisconsin, Milwaukee, where he taught for eight years,while also serving as president of the Wisconsin APA chapter. He chaired the chapterpresidents council and served on the APA board from 1979 to 1981. He is a formerhead of the city planning and management division and a former member of the devel-opment plan and budget committee.

He has received professional awards from Progressive Architecture and the NationalEndowment for the Arts, has consulted in Asia, Europe and North America, and haswritten and lectured extensively.

David Siegel, AICP

David Siegel is the national president of the American Planning Association and over-sees a 13-member board. In addition to his work as president, Siegel currently serves asDirector of Planning and Communications for Parametrix, Inc., in Portland, Ore.,where he manages community visioning, long-range planning and growth managementprojects. Over his 28-year career, Siegel has worked in a variety of planning and publicworks agencies in both the public and private sectors and served as a PlanningCommissioner in Keizer, Ore.

Within APA, Siegel held a number of national and local positions. He was Director at Largefrom 1996-2004, Oregon Chapter President from 1992-1994 and a member of a numberof national and chapter committees over the years. The Oregon Chapter received the KarenB. Smith Chapter Achievement Award for excellence when Siegel was the chapter president.

Siegel holds a master’s degree in City/Regional Planning from Ohio State Universityand a bachelor’s degree in political science and urban studies from WittenbergUniversity in Springfield, Ohio.

- more -



Grover E. Mouton, III

Grover Mouton is the Director of the Tulane Regional Urban Design Center andAdjunct Professor at the Tulane School of Architecture, where he has taught since1984. Mouton is an award-winning architect, urban designer and artist, and directsseveral Mayor’s Institutes on City Design including the National Mayors’ Institute, inpartnership with the National Endowment for the Arts and Harvard University, and iscurrently developing urban design projects for Knoxville, Tenn. and Shreveport, La.

Mouton has developed urban design programs for Ft. Myers, Fla.; Charleston, S.C.;and Augusta and Savannah, Ga.; as well as the master plans for the Boston Red SoxBaseball Stadium, the New Orleans Aquarium of the Americas and River Front Park,the National Parks Service and the Birmingham Botanical Gardens. His plan forBirmingham, Alabama’s Civil Rights District received the National Trust Honor Award,and his drawings have been exhibited at the Hirschhorn Museum in Washington, D.C.;the New Orleans Museum of Art; Venice Biennile; Documenta, Kassel, Germany andthe Drawing Center in New York. Mouton sits on the Board of Directors of the Centerfor Historic Properties and the New Orleans Botanical Gardens, and is also a Fellow ofthe Massachusetts Institute of Technology and the Center for Advanced Visual Studies.He holds a Bachelor of Architecture from Tulane School of Architecture and a Masterof Architecture from the Graduate School of Design at Harvard University.

Jim Schwab, AICP

APA Senior Research Associate Jim Schwab served as the primary author and principalinvestigator for Planning for Post-Disaster Recovery and Redevelopment (PAS ReportNo. 483/484, December 1998), which APA produced under a cooperative agreementwith the Federal Emergency Management Agency. More recently, he co-authored withStuart Meck Planning for Wildfires (PAS Report No. 529/530, March 2005), and is aproject editor for the newest PAS Report, Landslide Hazards and Planning.

He also participated as an APA representative on an eight-member interdisciplinaryreconnaissance team that traveled to Sri Lanka in May 2005, at the invitation of the SriLankan Institute of Architects, to help develop recommendations for long-term recon-struction after the tsunami. He served as the project manager for a FEMA-supportedproject in which APA has developed training for planners on the planning provisions ofthe Disaster Mitigation Act of 2000, and for the Firewise Communities Post-WorkshopAssessment, a contract with the National Fire Protection Association to determine theimpact of its Firewise workshops on community behavior.

- more -

continued...


10.72


continued...

Bob Barber, AICP

Bob Barber is the planning director of Hernando, Mississippi. He also is a planningconsultant for numerous small communities in the region.

Edward J. Blakely

Edward Blakely is Chair of Urban and Regional Planning at the University of Sydney,Australia, and chair of the reference panel guiding Sydney’s Urban Strategy. Previouslyhe was Dean of the Robert J. Milano Graduate School of Management and UrbanPolicy, New School University, New York City. He was also professor of economicdevelopment at the University of California, Berkeley, and co-director of the Institutefor Urban and Regional Development.

He organized and led the Oakland response to the earthquake of 1988 and theOakland Fire in 1991, the largest urban fire in the 20th century. He moved to NewYork just prior to the attacks at Ground Zero and became one of the leaders in the cityrecovery effort helping guide citizen and community planning efforts.

Blakely has trained a number of planners who worked in New Orleans and developed astrong working relationship with local universities including Dillard and the Universityof New Orleans.

David Preziosi, AICP

David Preziosi is the current president of the Mississippi Chapter of the AmericanPlanning Association. He has served as the executive director of the MississippiHeritage Trust since August 2002. Previously, Preziosi was a city planner for the City of Natchez, Mississippi.

Preziosi holds a bachelor of Environmental Design from Texas A&M University, aMaster of Urban Planning from Texas A&M University and a Historic PreservationCertificate from Texas A&M University.

- more -



Ken Topping, FAICP

Ken Topping is president of Topping Associates International of Cambria, Calif., andteaches part-time in the City and Regional Planning Department, CaliforniaPolytechnic State University, San Luis Obispo. His experience in the planning fieldincludes planning director for the City of Los Angeles City (1980s) and SanBernardino County (1970s), general manager of the Cambria Community ServicesDistrict, Calif. (1990s). He recently was visiting professor for two years (2002-2004) atthe Disaster Prevention Research Institute, Kyoto University, from where he undertookdisaster prevention and recovery planning advisory assignments in Australia, Japan, thePhilippines, and Taiwan. Topping is co-author with Jim Schwab PAS Report No. 483-484 Planning for Post-Disaster Recovery and Reconstruction (FEMA/APA, 1998), aprimary reference source on disaster recovery.

While with Los Angeles, Topping directed citywide and community plans, guided proj-ects such as rerouting the Metro Rail Red Line subway alignment from Downtown tothe San Fernando Valley, and coordinated preparation of the city’s pre-event Recoveryand Reconstruction Plan later used during the 1994 Northridge earthquake recovery.After leaving the city Topping became a planning consultant with private and publicsector clients, among which were the city of Oakland after the Oakland Hills fire(1991) and the California Office of Emergency Services following the Northridgeearthquake. Topping served on two advisory missions to his birthplace Kobe, Japanafter its catastrophic earthquake of 1995. He is presently co-authoring a new book,Opportunity in Chaos: Post-earthquake Rebuilding in Los Angeles and Kobe, withUniversity of Illinois Champagne-Urbana professor Rob Olshansky and LaurieJohnson, vice president of technical marketing and catastrophe response for the risk-modeling company RMS.

Stephen D. Villavaso, FAICP, JD

Stephen Villavaso is a planner/land use lawyer with 30 years of experience in zoning,comprehensive planning, land-use and brownfields redevelopment projects. He is thePresident of Villavaso & Associates, a New Orleans-based professional urban planningfirm, and the President of the Louisiana Chapter of the American Planning Association.

He is a native New Orleanian whose family settled in the city over 250 years ago. Hehas been an adjunct professor of Land Use and Zoning Law at the University of NewOrleans for the past 17 years. For the past three years he has worked closely withSenator Mary Landrieu and various federal agencies, including the EnvironmentalProtection Agency, to promote and teach citizens and public officials new planningapproaches to community development, known as Smart Growth. The principles ofSmart Growth will be the key to the long term redevelopment of the entire region andthe basis for community-based, inclusive and practicable solutions.

Steve’s house in New Orleans sustained five feet of flood waters from Hurricane Katrinaand he is currently “circuit riding” from community to community throughoutLouisiana working on these issues.

###



Media Advisory Template(Awards Ceremony)





a sense of time commitment] Where: [Street address, City, State Zip]Who: [Name, title (if title does not convey reason for participation, include

brief statement to that end)]Contact: [Name, title, telephone number, e-mail address]

10.4.4

Media kit components of an awards program promotional campaign

continued...


continued...

Press Release Template(Awards Call for Entries)




CITY, STATE (Where call for entries is being announced.) — Introduction (Lead sentenceshould answer the who, what, and why.)

Six to eight supporting paragraphs (Second and succeeding paragraphs should brieflydescribe the awards offered, how to obtain an application, the deadline, what the judgeslook for, when and where the awards will be bestowed.)





# # #

Awards components 2 of 6



Sample Press Release(Awards Call for Entries)


(Name of) Chapter of American Planning AssociationSeeks to Honor Planning Excellence

CITY, STATE (Where call for entries is being announced.) — Good planning helps cre-ate communities of lasting value. Crafting such communities takes effort, vision, anddedication. In recognition of such endeavors, the (State/Name) Chapter of theAmerican Planning Association sponsors an annual State Planning Awards programhonoring individuals, projects, programs and plans.

The awards program showcases the cutting-edge achievements of individuals, agencies,commissions, government officials, and others who work together to create communi-ties that offer citizens greater choices on how and where they live, work, and recreate. Italso provides (State/Name) Chapter members with the chance to see and learn aboutdevelopment, conservation, government, and environmental projects where planninghas had a positive impact on the outcome.

The deadline for submissions is (Day, Date Year). An official application is required andcan be found on the chapter website, (http://www.statechapter.org). Judges look forinnovativeness and quality, as well as the potential for use in other locales.

Award recipients will be honored during the (State/Name) Chapter annual conferencein (City), on (Day, Date Year). Awards of Excellence and Awards of Merit are presentedat the opening session on (Day, Date Year) at (Time). Typically, five or six awards arepresented each year.



# # #


continued...

http://www.statechapter.org



continued...

Press Release Template(Single Award)




CITY, STATE (Where award presentation to occur.) — Introduction (Lead sentenceshould answer the who, what, and why.)

Six to eight supporting paragraphs (The second and succeeding paragraphs should brieflydescribe the award being bestowed, the jurors rationale for granting the award, backgroundon the program, project, group or individual. A separate paragraph, following those aboutthe winner, should provide details about when the awards will be bestowed.)





# # #

Sample Press Release(Single Award)






Press Release Template(Award Program Recipients Announced)




CITY, STATE (Where presentation to occur.) — Introduction (Lead sentence shouldanswer the who, what, and why.)

Six to eight supporting paragraphs (Each paragraph should be dedicated to an awardrecipient and should briefly describe the award being bestowed, the jurors rationale forgranting the award, background on the program, project, group or individual. A separateparagraph, following those about the winners, should provide details about when the awardswill be bestowed.)





# # #

Sample Press Release(Award Program Recipients Announced)


continued...





Sample Press Release(Awards Call for Entries)


(Name of) Chapter of American Planning AssociationSeeks to Honor Planning Excellence

CITY, STATE (Where call for entries is being announced.) — Good planning helps cre-ate communities of lasting value. Crafting such communities takes effort, vision, anddedication. In recognition of such endeavors, the (State/Name) Chapter of theAmerican Planning Association sponsors an annual State Planning Awards programhonoring individuals, projects, programs and plans.

The awards program showcases the cutting-edge achievements of individuals, agencies,commissions, government officials, and others who work together to create communi-ties that offer citizens greater choices on how and where they live, work, and recreate. Italso provides (State/Name) Chapter members with the chance to see and learn aboutdevelopment, conservation, government, and environmental projects where planninghas had a positive impact on the outcome.

The deadline for submissions is (Day, Date Year). An official application is required andcan be found on the chapter website, (http://www.statechapter.org). Judges look forinnovativeness and quality, as well as the potential for use in other locales.

Award recipients will be honored during the (State/Name) Chapter annual conferencein (City), on (Day, Date Year). Awards of Excellence and Awards of Merit are presentedat the opening session on (Day, Date Year) at (Time). Typically, five or six awards arepresented each year.



# # #


http://www.statechapter.org



continued...

Date: [Month, day, year]To: [Name of editor, newspaper]From: [Author's name, contact information]Re: Eminent Domain Op-Ed [include word count; do not exceed 800 words]

Eminent Domain Reform Requires Balanced Approach By [author's name here]

The xxx [name of state legislative body] is considering [a bill/bills] that will [severelyrestrict/significantly impair/totally ban] the use of eminent domain in [state.] [Nameof your agency] believes adoption of this measure would be misguided. If it [or substi-tute with bill title and number] or similar measures are approved, local officials couldbe precluded from making decisions that would promote broad prosperity.

Debate over the use of eminent domain has grown heated in the wake of a U.S.Supreme Court decision last year. That ruling upheld the use of eminent domain forpublic uses — including development of roads, schools and hospitals; blight removaland economic development. In our local area, [name of party or constituents] havesquared off against [opposing party.]

While we believe that reforming the way communities use eminent domain may be inorder, we also are concerned that changes proposed in [name of legislation/bill number]would be far more destructive than beneficial.

A more balanced approach is needed — one that ensures decisions involving the use of emi-nent domain are made at the local level, and in keeping with a comprehensive plan or otherplanning process that reflects the interests and aspirations of the broader community. Suchan approach also should stipulate that eminent domain be used only as a tool of last resort.

No one knows local circumstances better than a community's residents and their elect-ed officials. Deciding whether to use eminent domain to help achieve a greater publicpurpose cannot be second-guessed by state or federal courts or legislative bodies.

Communities, after all, are not frozen in time. They are either growing and prosperingor stagnating and declining. Local officials and residents are in the best position to knowwhat must be done in a given historical moment to enhance the place they call home.

- more -

10.4.5

Sample — op-ed (eminent domain/property fairness)


Take, for example, Newport, Kentucky, where eminent domain was used to help revi-talize a 10-acre site along the Ohio River that had been in economic decline. Local offi-cials worked with more than 70 different property owners to acquire the various parcels fora retail and entertainment complex that today attracts not only local consumers, but visi-tors from across the country [substitute with an example from your community or state.]

Today, Newport stands as a shining example of neighborhood revitalization. But theoutcome might have been drastically different had efforts to secure the entire 10 acresbeen thwarted by property owners opposed to selling their land.

Banning or severely restricting the use of eminent domain through legislative action isnot an effective way to protect or balance concerns or interests. The most democraticway for elected and appointed officials, businesses and residents to play a role in shap-ing the communities where they live and work is through development and implemen-tation of a comprehensive plan.

Planning makes it possible for residents to develop visions and strategies for achievingcommunity-wide goals and purposes. It also provides a forum in which citizens canmake decisions about which development tools their communities should use. It’s typi-cally not easy, but local decision-making bodies — rather than state legislatures —should rightly guide the use of eminent domain.

While [name of agency] recognizes that eminent domain can be a powerful tool for revitalization and development, we also believe it should be invoked only after all other options have been exhausted.

In Valdosta, Georgia, for example, condemnation made it possible for city residents toadvance revitalization plans. After failing to reach agreement with one of the owners ofa blighted property in an area undergoing redevelopment and streetscape improve-ments, city officials secured the building and eventually attracted three new storefronts.[substitute with an example from your community or state.]

The [legislative body] should not rashly or recklessly enact [name of bill.] Such gov-erning would serve neither the public's interest or good. As [legislative body] considers[bill under consideration], it would do well to consider how [banning/restricting] emi-nent domain may have unintended consequences — hampering local decision-makingand jeopardizing the well-being of [local community] for decades to come.

[Author's name, title and name of organization or firm.]

# # #

Eminent domain 2 of 2

continued...

1 Messages,

FOR IMMEDIATE RELEASE Contact: Denny Johnson, APA Roberta Rewers, APA202-349-1006 [email protected] [email protected]

The American Planning Association:Making Great Communities Happen

Planners play a vital role in building communities of lasting value. Their ability to envision future plans, identify issues, and solve challenges brought on by growth andchange, help build quality communities across the nation. The American PlanningAssociation (APA) brings together thousands of people — practicing planners, engagedcitizens, elected officials, and business leaders — to develop communities that offer residents more choices on where and how they live, work, and recreate.

APA is a nonprofit public interest and research organization committed to urban, suburban, regional, and rural planning. The organization was founded in 1978 after the consolidation of two planning associations, the American Institute of Planners(founded in 1917) and the American Society of Planning Officials (ASPO, establishedin 1934). The first executive director of APA, Israel Stollman, was instrumental injoining the two organizations into one national association that today serves more than 37,000 members.

The association is headquartered in Washington, D.C., with offices in Chicago, Ill.,and Shanghai, China.

American Institute of Certified Planners (AICP)

APA’s professional institute, the American Institute of Certified Planners (AICP), provides recognized leadership nationwide in the certification of professional planners,ethics, professional development, planning education, and planning practice standards.APA members must meet certain education and experience requirements, and pass awritten exam to become a certified planner and use the AICP designation. Certifiedplanners are skilled at identifying solutions to current community challenges that help a community reach its long-term goals.

- more -

10.4.6

Sample — organization profile


continued...


Election to Fellow in AICP is one of the highest honors that the professional institutebestows on a member. This honor recognizes the achievements of the planner as anindividual, evaluating the Fellow before the public and the profession as a model planner who has made significant contributions to planning and society. Fellowship isgranted to planners who have been members of AICP and have achieved excellence inprofessional practice, teaching and mentoring, research, public or community service,and leadership.

National Planning Conference

The annual National Planning Conference brings together more than 5,000 plannersfrom across the nation and abroad. The conference is designed to help satisfy the needsof planners — from managing day-to-day issues to envisioning the big picture that canimpact the quality and character of communities. The five-day conference is held in adifferent city each year and features numerous sessions, mobile workshops, training,and development opportunities. The 2006 National Planning Conference will be heldin San Antonio, Texas, April 22-26.

National Planning Awards

APA recognizes the best plans, projects, and people in the nation with its annualNational Planning Awards. The awards highlight the efforts of planners, elected officialsand engaged citizens for their innovative work to develop our communities. The awardsare presented during the National Planning Conference at a special luncheon and recipients are featured in a special awards issue of Planning magazine.

Leadership

APA is governed by members, elected and appointed, who volunteer to provide guidance and direction for the national association. Leadership includes the 13-memberBoard of Directors, eight-member AICP Commission, the Chapter Presidents Council,the Divisions Council, Student Representatives Council and a number of committeesand task forces.

Chapters

Chapters enable members to become engaged in events and activities within their homecommunities. The chapters serve as a networking resource and provide professionaldevelopment opportunities. Most chapters hold an annual conference, educationalworkshops, and offer AICP exam preparation courses.

- more -

APA profile 2 of 3


Divisions

The 19 divisions focus on a special interest of planning and bring together plannerswho share that same interest. Divisions provide a number of additional activities andservices to members beyond that of the national association. Every division organizessessions for the National Planning Conference.

APA divisions include City Planning and Management; Economic Development;Environment, Natural Resources, and Energy; Federal Planning; Gays and Lesbians inPlanning; Housing and Community Development; Indigenous Planning; InformationTechnology; Intergovernmental Affairs; International; New Urbanism; Planning andLaw; Planning and the Black Community; Planning and Women; Private Practice;Resort and Tourism; Small Town and Rural Planning; Transportation Planning; andUrban Design and Preservation.

Students

Students are an important part of the planning process, and often bring a fresh outlookto the workplace. APA now offers one free year of membership to students in their firstyear of an accredited planning program. Membership enables students to network withestablished planners, learn from mentors and participate in chapter events and APAgovernance through the Student Representatives Council.

APA and Planning in China

Since China’s economic reform in 1978, and especially since 1996, APA has been working closely with the central and local governments in the People’s Republic ofChina (PRC). APA officially offers consultation and advice to the PRC’s Ministry ofConstruction, Ministry of Land and Resource, State Environmental Protection Agency,and other agencies. In November 2004, the new APA training center opened inShanghai. The center is available to APA members.


# # #

APA profile 3 of 3



Release Date: [Release date (i.e. s release, For release Dec. 9, etc.)]Contact: [Your name, telephone number, e-mail address here]

[Second contact name, telephone number, e-mail address here]

Federal Safe Communities Act Would Help States, LocalGovernments Plan For Natural and Human-Caused Disasters

Local Planning Would Help Reduce Losses, Save Billions

The social, economic, and physical damages caused by Hurricanes Katrina and Rita arevivid and compelling reminders about the need for, and value of, comprehensive plansthat address natural and human-caused hazards. Through land-use planning, communi-ties can minimize their risks to natural and human-caused disasters.

To help states and communities develop plans that address natural and human-causedhazards (including terrorist acts), U.S. Rep. Earl Blumenauer, D-OR, and Rep. CurtWeldon, R-PA have introduced the "Safe Communities Act of 2005" (H.R. 3524).

The bill would authorize a five-year, $285 million grant program ($57.25 million ayear) that would help states and local governments:

• modernize outdated planning statutes, many of which go back to the 1920s; and• create or revise local comprehensive plans to include risk-reduction and mitigation

measures (for example, requiring fire-resistant landscaping in areas prone to wildfires;acquiring and relocating properties located in areas that flood repeatedly; identifying and assessing areas to determine their risk level to landslides or other hazards) forboth natural and human-caused hazards.

[Insert short description about your Chapter of APA, organization or governmentdepartment or agency here. For example, here is a description about APA:


# # #

10.4.7

Sample — Safe Communities Act background sheet



1 Messages,

Note: Use the following in conjunction with the Minus-Plus Worksheet (see 10.5.2) to helpyou prepare for media interviews where you will be asked difficult questions or questionsthat are not related to your key message points or the topic you want to discuss. Bridgingphrases also can be used as a technique to reframe or redefine controversial issues so you arenot just responding to an opponent's arguments, but are effectively recasting how the issue isviewed and discussed by the media, your target audiences and, ultimately, your opponents.

• I can speak to…

• My particular expertise is in…

• Let me put that in context…

• You make a good point, however...

• Let me get back to you in …

• I can’t respond to a hypothetical, but what I can tell you is that

• I appreciate that perspective, but my experience has been…

• In fact…

• The way planners view this is….

• Our research and analysis show….

• The real danger lies with….

• What is not being talked about is…

• What is important to understand is….

• Let's put the issue in a broader context…

• There may be consequences that need further examination. For instance….

10.5.1

Bridging phrases

10.5 Media Interview Preparation Materials


1 Messages,

The following worksheet will help you prepare for media interviews in which thereporter or interviewer asks questions that divert you from your primary message. Bypracticing in advance for such situations, you will be prepared to stay on messageregardless of the questions asked.

In order to go from a reporter's questions in the left-hand column to your messagepoints in the right-hand column, you will need to use a bridging phrase. (For a list ofthese terms, see 10.5.1.) Once you use a bridging phrase to reach and then deliver yourmessage point, never return to the question that was asked by crossing back over thebridge. Go on to the reporter's next question. Be prepared for the reporter to repeat thequestion or ask a similar question from a slightly different angle. Respond to this ques-tion with a new bridging phrase so you can reach and then make your next messagepoint.

Minus (-) column Bridging phrase Plus (+) column

(Questions a reporter may ask that, (For examples, see 10.5.1) (Message points you want to make if answered directly, will divert you in response to off-topic questions.)from your message.)

____________________ ____________________ ___________________

____________________ ____________________ ___________________

____________________ ____________________ ___________________

____________________ ____________________ ___________________

____________________ ____________________ ___________________

____________________ ____________________ ___________________

____________________ ____________________ ___________________

____________________ ____________________ ___________________

____________________ ____________________ ___________________

____________________ ____________________ ___________________

____________________ ____________________ ___________________

____________________ ____________________ ___________________

____________________ ____________________ ___________________

10.5.2

Minus-plus worksheet


1 Messages,

1. Question: County residents have many reasons why don’t want their neighbor-hood annexed by the city starting with increased taxes. Isn’t the city fighting anuphill battle here?

Bridging phrase: I think that once residents have things in perspective they’ll beon board…

Answer: Many of the benefits of annexation have been overlooked. One of thebiggest improvements will be… (mention specific benefits that a majority of resi-dents, if possible, would support).

2. Question: Developers who are opposed to the building moratorium say it willhurt the local economy and put people out of jobs. Isn’t that true?

Bridging phrase: Let me help set the record straight…

Answer: The moratorium will…(provide a benefits-oriented message point).

3. Question: What do you say to city council members who are opposed to the plan?

Bridging phrase: What is important for them and the voters they represent tounderstand is…

Answer: Through planning we can offer better choices and great opportunitiesfor where and how we work and live tomorrow. The plan can help our electedofficials make informed decisions based on careful analysis and reasoning. Forinstance... (mention a local example here).

4. Question: Those living in certain neighborhoods identified in the plan don’twant increased density, yet the plan approved by the council recommends thatdensity increase in those neighborhoods over time. How do you win residentsover to your view?

Bridging phrase: I think it is important for everyone to step back and take abroader view…

Answer: The neighborhoods discussed in the plan are facing several importantissues because of changes and development going on around these neighborhoods.The plan enables us to address some of these changes in a way that provides bene-fits for everyone – existing residents and property owners as well as those movinginto the area. For example, look at what is going on at… (provide a local example).

# # #

10.5.3

Minus-plus worksheet completed


1 Messages,

10.6.1

APA logo, horizontal and vertical formats:Camera-ready logo sheet

10.6 Logos and Artwork

Customize your materials using the artwork provided. When printing in color, usePMS 303. You may also download the APA logo in Adobe Illustrator format athttp://www.planning.org/logoapa.eps. Your browser should either prompt you to savethe file or will automatically download the file.

http://www.planning.org/logoapa.eps


1 Messages,

10.6.2

World Town Planning Day logo:Camera-ready logo sheet

Customize your materials using the artwork provided. When printing in color, usePMS 201 for the lettering and PMS 341 for the globe. You may also download the WTPDlogo in Adobe Illustrator format at http://www.planning.org/logowtpd.eps. Your browsershould either prompt you to save the file or will automatically download the file.

http://www.planning.org/logowtpd.eps

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