Community challenge grants


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Community challenge grants

  1. 1. Community Challenge Grants Overview of Possibilities
  2. 2. ContentsChallengesOpportunitiesRecommendations
  3. 3. Short Term Challenges Cause Effect •Tight Credit limits the ability of the Private• Real Estate market sector to grow through traditional means continues to be •Less buyers, More renters= low home prices, sluggish, credit is high rent prices tight •More rentals+older housing stock= Increased vulnerability to Rising Heating Oil Prices• Oil and Gas Prices •Affordable Housing often located far from employment centers=Vulnerability to Gasoline have risen nearly Prices $1/Gallon in one year •Service Industry Jobs are particularly sensitive to effect of recession/energy prices on tourism• Reduced Revenues economy •Competition for donations and grants prevents have impacted Local, collaboration within Non-Profit Sector and results State and Federal in inefficient duplication of efforts Treasuries • cuts have severely limited Local, State and Federal Agencies ability to respond to these challenges
  4. 4. Cause Cause Effect Effect Less Home $ For Sale Owners Less RenovationsLending Fuel Prices Older Housing Stock More For Rent Renters Less Higher Property Tax Heating Higher Revenue Costs Commuting Higher Demand Costs Public Services Staff Cuts Limits Ability Outer Communities to Address Needs Town Center More Much Higher Affordable Transportation and ?? Higher Lower Energy Housing Heating Costs Rent Usage ? ?
  5. 5. People in the suburbs drive to supermarkets and!load up the car with many bags of food.! People in cities depend much more on walking to the local store, or taking a bus or train. This map came about after asking a simple question: how many Americans live within a reasonable walk or drive to a supermarket? In this case, "reasonable" was defined as a 10 minute drive, or a 1 mile walk.!The greenSources: Esri, DeLorme, NAVTEQ, TomTom, Intermap, AND, USGS, NRCAN, and the GIS User Community | dots represent populations in poverty who live within one mile of a supermarket.! The red dots representUSDA populations in poverty who live beyond a one mile walk to a supermarket, but may live within a 10 minute drive...assuming they have access to a car.! The grey dots represent the total population in a given area.
  6. 6. SupermarketAccess Midcoast Region
  7. 7. Text for Pages 4-6 quoted Long Term Challenges directly from Midcoast Economic Development District, Comprehensive Economic Development Strategy 2009. Some text size has been changed for emphasis The major challenge to the region isdemographic. Planning Decisions, Inc., projects that the region’s overallpopulation will be stable overall between 2005 and 2015 – going from 99,300 to 99,700 – but that it willchange dramatically in composition. the number of young people under the age of 20 Specifically,will decline by 4,700, or 20%; the number of working-agepeople (20 to 54) will decline by 3,300, or 7%; while the number ofretirement-age people (55 plus) will increase by 8,400, or 30%.
  8. 8. growth in income for area businesses, local governments, and In general,the state require a growth in the number of people working andproducing products and services of economic value. Attracting young people to move to the area and start businesseswill be important to the region’s future economic success. Growth of Population 65+ 60.00% United States 11.4% Maine 12.4% 45.00% Midcoast 25.6% 30.00% Brunswick 50.6% Sagadahoc 16.3% 15.00% Lincoln 21.6% United States Maine Midcoast Brunswick Sagadahoc 0% Lincoln
  9. 9. It is hard to attract young people when housing is so expensive. Both Lincoln County and the Brunswick labor market area communities haveseen housing prices grow from around $125,000 in 2001 to around $200,000 in 2005. During this same period, median household incomes only grew about $3,000. Even though housing prices have stabilized in the last 18 months, they are still out of line with historical ratios to household incomes. This is an obstacle to attracting young people to the area.
  10. 10. Summary of Challenges Lack of property tax revenues/ Base Closure/Recession has Federal, State Austerity have resulted in low home prices but severely strained public planning high rents agencies’ ability to address these issues Low-Income residents living in The Midcoast Region needs to older housing in outlying actively attract young talented communities are the most workers or the economy will lack vulnerable to energy price significant growth. increases
  11. 11. Opportunities- Community Challenge Grants In June 2009, HUD, DOT, EPA formed the Partnership for Sustainable Communities and are committed to aligning programs and resources in support of 6 Livability Principles:• Provide more transportation choices to increase safety, accessibility, and reliability while reducing household transportation costs.• affordable housing that expands location- and energy- Promote equitable, efficient housing choices• Improve economic competitiveness of neighborhoods by giving people reliable access to employment centers, educational opportunities, and other basic services.• Target Federal funding toward existing communities through place-based policies• remove barriers to collaboration, leverage Align federal policies and funding to funding and increase the effectiveness of existing programs.• Enhance or urban. rural, suburban the unique characteristics of all communities, whether
  12. 12. Eligable Activities-A Development of master or comprehensive D. Develop building codes that balance energyplans that efficient rehabilitation of older structures and the a. promote affordablehousing co-located creation affordable and healthy housing;and/or well-connected with retail andbusiness development and E Strategies for creating or preserving affordableb. 2)discourage development not aligned with housing for low-, very low-, and extremely low-incometransportation, economic development, or families or individuals in mixed-income, mixed-useregional sustainability plans; neighborhoods along an existing or planned transportation corridor which are based on data andB. Development and implementation of market analysis;local,corridor or district plans and strategiesthat promote livability and sustainability while F Strategies to bring additional affordable housing toavoiding displacement; areas that have few affordable housing opportunities and are close to job clusters;c. Comprehensive review to develop andprioritize revisions to zoning codes, G. Planning,establishing,and acquiring land forordinances, building standards, development, redevelopment, and revitalization thatadministrative regulations/actions or other reserves property for the development of affordablelaws to remove barriers and promote housing within the context of sustainablesustainable and mixed-use development and development (see Section VI.B.1 for additionalto overcome the effects of impediments to fair requirements for land acquisition);housing choice, including form-based codesand inclusionary zoning ordinances to H Development of community-scale energy strategiespromote accessible, long-term affordable and implementation plans, and climate adaptationhousing that reduces racial and poverty plans; andhousing concentration and expands fair I! Development of pre- and post-disaster plans inhousing choice; the context of sustainable communities.
  13. 13. A. Development of master or B. Development and G. Planning,establishing,and comprehensive plans that implementation of acquiring land for development, local,corridor or district redevelopment, and revitalization a. promote affordable housing plans and strategies that that reserves property for theco-located and/or well-connected promote livability and development of affordable housing with retail and business sustainability while within the context of sustainable development and avoiding displacement; development (see Section VI.B.1 forb. 2)discourage development not additional requirements for land aligned with transportation, acquisition); economic development, or regional sustainability plans;
  14. 14. F. Strategies to bring additionalaffordable housing to areas that havefew affordable housingopportunities and are close to job affordable housingclusters; close to job clusters;E. Strategies for creating or preserving along an existing oraffordable housing for low-, very low-,and extremely low-income families or planned transportationindividuals in mixed-income, mixed-use corridorneighborhoods along anexisting or planned community-scale energytransportation corridor which strategies andare based on data and market analysis; climate adaptation plans;H. Development of community-scale energy strategies andimplementation plans, and climateadaptation plans;
  15. 15. What’s new •! Stronger emphasis on public engagement, andthis year? alignment with state and federal efforts.In addition, no less than 5 percent of the budget requestmust be committed to activities that specifically supportthe goals of this NOFA to deepen the engagement,participation, and governance of populationsunderrepresented in planning processes.
  16. 16. Opportunities: Government as Platform[T]he most successful companies are those that build frameworks that enable awhole ecosystem of participation from other companies large and small. Thepersonal computer was such a platform. So was the World Wide Web.[...]This isthe right way to frame the question of "Government 2.0." How does governmentitself become an open platform that allows people inside and outsidegovernment to innovate? How do you design a system in which all of theoutcomes arent specified beforehand, but instead evolve through interactionsbetween the technology provider and its user community?Rather than licensing government data to a few select "value added" providers,who then license the data downstream, the federal government (and many stateand local governments) are beginning to provide an open platform that enablesanyone with a good idea to build innovative services that connect governmentto citizens, give citizens visibility into the actions of government and even toparticipate directly in policy-making. Tim O’Reilly Government as Platform
  17. 17. Civic Participation Tools- See Appendix A for Examples Data Commons- Civic Engagement Tools- Civic Engagement Tools follow the “Gov 2.0”Most “data commons” platforms follow the model by using various networking, bulletin “OpenGov” model of striving towards boards, and web conference platforms totransparency but with less emphasis on full participation. directly engage the citizenry in participatory decision making.• DataShare • • openblock.org• • • Community Almanac• (federal OpenGov Initiative) • • Civic Commons • • Wikiplanning
  18. 18. Opportunities- Local Government as “Platform” for Entrepreneurs• To attract creative capital a city must • An innovative approach to “market its problems not just its demographic challenges is both a assets” (http:// means and an end in of itself. as-a-platform-for- • Arrival of the Downeaster in 2012, entrepreneurship-2011-8) redevelopment of Brunswick Landing, former base housing,• Larger urban metros may have more Transportation Alternatives, “Big resources but they also have more City amenities in small town competition. Institutions are less atmosphere” provide Brunswick/ accessible by nature and regulatory Midcoast with all the ingredients for barriers can be impossible to attracting entreprenurs change without access to vast resources to begin with.
  19. 19. Town Meeting 2.0?[G]overnment is, at bottom, a mechanism for collective action. We band together, make laws, paytaxes, and build the institutions of government to manage problems that are too large for usindividually and whose solution is in our common interest.Government 2.0, then, is the use of technology—especially the collaborative technologies at theheart of Web 2.0—to better solve collective problems at a city, state, national, and internationallevel.The hope is that Internet technologies will allow us to rebuild the kind of participatory governmentenvisioned by our nation’s founders, in which, as Thomas Jefferson wrote in a letter to JosephCabell, “every man…feels that he is a participator in the government of affairs, not merely at anelection one day in the year, but every day.” Open Government Advocate Tim O’Reilly While Open Government advocates believe technology can facilitate the egalitarian, direct-democracy the country was founded on, small town New Englanders have quietly practiced direct democracy for over 200 years in theform of the town meeting. Will this tradition continue to thrive as Maine is settled by people from out-of-state? Even assuming the midcoast region is able toattract young working talent in the future, will they be at all interested in the civic affairs of their community? Any Government 2.0 application in small-town New England, where face to face communication still has influence, should be seen as an extension of town meeting and not a replacement.
  20. 20. Summary of Key Concepts• affordable housing close to job • [Government can provide an] clusters;along an existing or open platform that enables planned transportation corridor anyone with a good idea to build innovative services that connect• community-scale energy government to citizens, give strategies and climate adaptation citizens visibility into the actions plans; of government and even to participate directly in policy-• deepen the engagement, making. participation, and governance of populations underrepresented in planning processes.
  21. 21. Goals and Recommendations The Cut and Paste Method Build a By Deepen[ing] the engagement,community-scale energy participation, and governancestrateg[y] and climate of populationsadaptation plan[]; underrepresented in planning processes.Planning for Through an open platform that enables anyonehousing close to job with a good idea to build innovativeclusters;along an existing or services that connect government toplanned transportation citizens, give citizens visibility into thecorridor actions of government and even to participate directly in policy-making.
  22. 22. Affordable Housing Opportunities Text Proposed Redevelopment Alternatives for McKeen St. Former Base Housing Urban Design Renderings for Complex Brunswick Landing and McKeen StUrban Design for Main Campus, Brunswick Landing Housing Developments
  23. 23. Affordable Housing + Job Clusters Redevelopment of Naval Air Station Brunswick into Brunswick Landing hascreated extraordinary opportunities to reshape the socio-economic make-upof the region. The Midcoast Redevelopment Authority has identified market segments with the highest growth potential.•Aviation •Composite •Information •Education •Alternative• General and Materials Technology • College campuses Energycorporate aviation • Composites • Data centers • Applied workforce • Renewable energy• Aircraft manufacturing • Secured server training generation/distributionmanufacturing • Composite farms/emergency • Distance leaning • Renewable energy• Aircraft materials research back-up facilities centers (MLTI) research andmaintenance, repair and development developmentand overhaul (MRO) • Contact centers • Energy product• Aerospace manufacturingresearch anddevelopment• Governmentagency (e.g.Homeland Security)
  24. 24. Other Economic Clusters• The Creative Economy Defined broadly, the Creative Economy can refer to highly educated “Knowledge Workers” includingDesigners, Scientists, Researchers and Architects in addition to Artists, Musicians and Craftspeople. An influx of “freelancers” within these creative professions is well underway in nearby Portland, Maine. Partially due to the efforts of the Creative Portland Corporation. With the introduction of frequent rail service between Boston, Portland and Brunswick in 2012 there will be an opportunity to attract some ofthis highly skilled talent. See Presentation titled Brunswick Maine-Creative Hub compiled ny the Pioneer Workshop for a more detailed analysis.• Health Care Services The influx of elderly retirees to the midcoast region also creates some economic opportunities in the form of private health care services. The expansion of Midcoast Hospital to Brunswick Station, the presence of multiple retirement facilities and the popularity of Nursing and health professional certificate programs offered by SMCC offers opportunities for low-income Americans and Immigrants. Without housing and transportation however, labor costs will be significantly higher should workers be forced to commute long distances.
  25. 25. Industry Clusters Information Technology College/Higher Creative Shopping/Retail Economy/ Education CoWorking/ Manufacturing Green Energy Restaurant Startup(Including Composites) Incubator Aviation SupermarketHealth Care Services
  26. 26. Potential Housing Areas by Industry Income LevelPotential High GrowthEmployment Clusters Manufacturing Creative Information Health Care Economy Technology Services
  27. 27. Transportation Corridors
  28. 28. Current Brunswick Explorer Route The Brunswick Explorer began service in 2010 and is managed by a unique public-privatepartnership known as the Midcoast Collaborative for Access to Transportation. The route is basedon studies commisioned in 2005 and 2007 which recommended orienting service towards disabled and elderly adults. However, the rapid transformations resulting from the global recession, NASB Redevelopment and the planned resumption of passenger rail service in 2012 have resulted in adifferent landscape than the region studied in 2007. Routes and services which may have seemed unfeasible in 2005 may be possible in 2012.
  29. 29. The Midcoast Collaborative for Access to Transportation is a unique partnership of non-profits, volunteer organizations, government entities, hospitals, universities and is thoroughly representative of the largest stakeholder organizations as of 2005 when the initial plans were underway. As innovative as the Brunswick Explorer service Original Collaborativeis, the limitations of the current service can beexplained by this excerpt from the 2007 feasibility Membersreport • Brunswick and Topsham municipal governments Historically, and as an ongoing trend, • Coastal Trans the poor and elderly are concentrated in the • Bowdoin College • Mid-Coast Hospital more densely populated areas of Brunswick, • Brunswick Housing Authority as the younger and more affluent move out • Tedford Housing (formerly: Tedford Shelter) of the urban center to the new “suburbs”. • Sweetser (emphasis added) • Independence Association Inc. • Sexual Assault Support Services of Mid-Coast Whether this observation was true in 2007 is Maine debatable, but recent evidence overwhelmingly • People Plus (formerly: 55 Plus) proves that ongoing trends are in the exact • United Way of Mid-Coast Maine opposite direction... That is younger and • Maine Department of Behavioral and Developmental Services more affluent people overwhelmingly • Maine Department of Transportation prefer more densely populated areas!
  30. 30. Since the final feasibility analysis for the Collaborative was completed in 2007 extraordinary changes have taken place on both a global andlocal scale. Given the unique circumstances, these developments will undoubtedly effect the regional makeup for years to come. The current state of open-source technology, coupled with the Community Challenge Grants present the opportunity to meet these shifting transportation needs as they occur, while simultaneously marketing the region as a place of innovative leadership. Developments since the 2007 Feasibility Analysis•Collapse of the Housing Market•2007 Gasoline Avg Per Gal-$2.50, 2011 -$3.79•Closing of NASB, Opening of Brunswick Landing including SMCCAdvanced Technology Center, Kestrel Aircraft Manufacturing,Resilient Communications, American Bureau of Shipping andEmbry Riddle Aviation School•Opening of Brunswick Station complex including 85 Room Inn,Walk-In Medical Clinic, Center for Orthoepedics, Train Station,Concord Trailways Bus Service, retail and restaurants•Expansion of the Brunswick Industrial Park•Construction of Amtrak Downeaster extension to BrunswickStation with service to begin in 2012.•A 24 hour layover facility for Amtrak
  33. 33. Naval Air Station ShuttleAs plans are developed for the future use of the Brunswick Naval Air Station, areaofficials may want to consider adding an additional shuttle route to link the formermilitary base with Brunswick’s downtown center.Routes and schedule times will depend what new activities take place at the formerNaval Air Station and on the future configuration of roadway access. It should bepossible to operate a roundtrip route between downtown Brunswick and aredeveloped base in less than one hour. Depending on the design of futureroadways, it may even be possible to provide a round trip in 30 minutes. Thissuggests that two buses could be used to provide a Brunswick – Naval Air Stationlink approximately every 20-30 minutes.If two buses operate throughout the day (from 7:00 a.m. until 6:30 p.m.), the cost forfive-day-a-week year round service is likely to be about $190,000 per year. If onebus is used to link the Naval Air Station with downtown Brunswick, the cost for all-day service would likely be about $100,000 per year. This route could start and endat a new transit hub at a future Brunswick train station. Depending on whatactivities take place at the navy base, it may be appropriate to include additionalstops at Bowdoin College and adjacent to Maine Street. “Wheels” A MODEL FOR COMMUNITY TRANSPORTATION IN THE GREATER BRUNSWICK AREA 2007
  34. 34. Brunswick Explorer Route-IndustrialPark to Brunswick Landing via McKeen St and Old Bath Rd.
  35. 35. Projected Inbound Commuting Patterns Vanpools from NorthCommuters via Rail
  36. 36. Bath CityBus RouteA study is currently in progress to determine the Midcoast Hospital by Appointment Only feasibility of connecting the Bath City Bus to the Brunswick Explorer route atMidcoast Hospital.
  37. 37. Proposed Brunswick Explorer Routes Current Route: Baribeau Dr- Sweetser Commuter Route: Industrial Park- Brunswick Landing via McKeen/Old Bath Rd Topsham Route: Brunswick Station- Topsham Fair Mall
  38. 38. Government As Platform Open platform that enables anyone with a good idea to build innovativeservices that connect government to citizens, give citizens visibility into theactions of government and even to participate directly in policy-making.
  39. 39. Recommendations-Community Scale Energy Strategies• Convene a group of volunteers to help • Catalogue and Inventory of studies, draft community-scale energy/ reports and provide a listing of contacts transportation recommendations for various transportation providers online• Update and Implement Bowdoin- • Collaborate and connect with MCOG, Brunswick Climate Action Plan NNEPRA, MDOT, Bowdoin College, The Midcoast Collaborative for Transportation Access, GPCOG, GOMaine, Bicycle• Implement Energy Efficiency Coalition of Maine, East Coast Greenway Recommendations for former Base Foundation, GrowSmart Maine, Friends of Housing Midcoast Maine, Concord Trailways, The Maine Eastern Railroad, BDA, Southern• Host workshops on Efficiency Maine for Midcoast Chamber of Commerce, MCEDD, RENTERS MRRA, SMCC, UMaine, etc... So as to better coordinate between citizens, non-• Provide Incentives for Landlords to profits and officials improve efficiency and install Pellet Heaters/Solar/ other alternatives
  40. 40. Community Scale Energy Strategies (Cont.)• Work with Bowdoin College, East Coast Greenway Alliance, , Bicycle Coalition of Maine, local businesses to build community-wide bike-share. Possibly building off of Bowdoin’s Yellow Bike Club• Look into enacting a P2P car-rental program like and adding more Zipcars closer to Brunswick Station• Build a database of relevant data from wide variety of transportation providers intended for such a time when consolidated e-ticketing/payments is widespread.
  41. 41. Recommendations- Town Meeting 2.0• The use of civic • Online networks can utilize participation tools in Mid- crowdsourcing and Coast Maine should be an microvolunteering to utilize extension, not a advice and expertise from replacement of existing beyond geographic town meeting traditions. boundaries• Meetings can grow out of • Visibility of online online discussions and discussions advertises online discussions can MidCoast as open to grow out of meetings innovation.
  42. 42. Recommendations-Online Committees• Initiate an active“Open Data” initiative• Convene a board of “Civic Hackers” whose purpose is to set up a “virtual town hall” in accordance with the best practices of the “Civic Commons” using Civic Participation tools such as or Online committees should always include a face to face element, whether it is an official board meeting or an informal meetup, conditions for participation online must involve partipation in real life.• Civic Media/Wayfinding/Interaction Design- A group of volunteer artists and designers tasked with redesigning wayfinding and signage.• Important to stress that Committees are voluntary. “Value Added” services by hired consultants services can be useful but can have the effect of inflating costs to the point that implementation will never be possible.
  43. 43. Online Participation Tools CanEnhance Traditional Public Dialogue Traditional Public Online Participation Outreach Meeting Tools Discussion continues online where next meeting date will be set Meeting uses video webcast. citizens, guest Directions for Joining speakers and absent Online Community commitee members are given variable options to Announced at Meeting submit questions
  44. 44. The Availability of Open Source Transit Data Has Resulted inHundreds of Innovative Applications Transit Appliance:Open Source Code +Consumer Grade Screen Display -$60
  45. 45. An inventory of relevent open transit data can have far-reaching effects in a rural area. Open Transit Data has been released with great success in places like Portland Oregon, and Boston where over1/3 of MBTA riders use some form of mobile app to plan their trips or locate their bus or train. Mass transit has been difficult to implement in Maine because of the low population density. However,with sufficient network adoption, a “Smart Transit” system can effectively its modal response much like the “Smart Grid” uses data to determine power generation. Open Transit Data Schedule a Trip Check Your Neighborhood Find A Ride Open Data Can Change The Game
  46. 46. Recommendations- A Transportation Data Project• an integrated mobility solution that seeks to • revolutionizes perceptions of transit in semi coordinate mass transit with micro transit in a rural communities by making mass and micro semi rural community. transit accessible in areas previously thought of as unsuitable for transit solutions.• provides an information techonology solution that leverages open data streams to inform the • leverages existing transportation infrastructure public about available transit options and to and local transit operations"with an overlaid increase the publics confidence in the information technology solution that allows the reliability of these transit options. public to self-coordinate the use of multiple leg transit options even in conjunction with• seeks to encourage the development of micro privately owned vehicles. transit solutions through a geo social networking architecture that reduces the • disseminates and collects operational data of barriers and islolation commonly associated all existing transit operations and"seeks to with rural communities. create new micro transit solutions in a fully transparent manner that allows self determination of transportation and improves citizen independence and self reliance.
  47. 47. Regional Connections Carpools,Vanpools, Carsharing, even Boatsharing offer scalable MicroTransit solutions for outlying communities. For the more heavily trafficked routes between Lisbon, Brunswick and Bath, Vanpools can transition to scheduled service upon introduction of rail service. Lisbon ConnectorBath/Brunswick Shuttle Downeaster ExistingVanpool Route to Augusta ExistingVanpool Route to BIW
  48. 48. Appendix-Screenshots of Web-Based Collaboration- Tools
  49. 49. Description Information is the currency of democracy. Then why is it that so many people feel disconnected from local decision-making?Public agencies spend billions each year to manage their data. Then why is so much of it locked away in closed, creaky systems?And why is it that cities facing the same tough choices — from running schools to building roads — are stuck finding solutions on their own? At OpenPlans, we think cities can work better. We think it should be easier for public agencies in oneplace to adopt good ideas and good software from other places. We think opening up data and inviting citizens into the civic process is a good thing. Who We Are OpenPlans is a non-profit technology organization helping to open up government and improve transportation systems. We build open source software. We help agencies open up their data. We report on urban issues."We offer technical assistance to public agencies, and we build communities around our initiatives in order to seed an open and evolving ecosystem of technology tools that further the public interest. We’ve launched"OpenGeo,"Streetfilms,"Streetsblog,"GothamSchools, Civic Commons,OpenTripPlanner and"more. We have a particular interest in transportation and urban planning. And we’re just getting started.We’re a team of 50 transit nerds, journalists, and engineers. We’re based in New York City, but we have staff and projects located in far off places (like Portland and Australia).
  50. 50. Open Plans Projects Page
  51. 51. A NewKind ofPublicServiceAs the “FacebookGeneration” comes of ageand moves into the publicsector, an explosion of“Civic Apps” and “SocialGood” networks haveappeared with varyinglevels of success.Two standouts areCODE FORAMERICA andOPENPLANS
  52. 52. OpenPlans and Code for America recently partnered for the creation of
  53. 53. Curate the Make Tough Decisions Tap into the ideas and Public service can be Conversation Easier creativity of your thankless. GiveCommunicate directly Public engagement constituents. Get recognition to the with your community can help you better qualitative and people who make on issues that are assess the needs of quantitative data your community aimportant to them. Set your constituents, and about where they better place through the record straight prioritize better when stand on important points and badges. using a transparent tough decisions need issues. Get in touch to learn and public platform. to be made. ! more. ! Higher Quality Data Recognize Volunteers
  54. 54. Online