Presentation on the impacts of Bill 73 to upper and lower tier municipalities requirements to engage the public. Upon receiving royal ascent, Bill 73 was names The Smart Growth for our Communities Act of 2015. There are mandatory and voluntary guidelines for local governments which include creation of PACS, provisions for notices, explaining the effects of public input, and requirements to include public consultation in official plans
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Last spring the UCLA IS Associates introduced the next wave of internet evolution known as the “Internet of Everything” (IoE), which we defined as the connection of people, data, processes, and things with ever smarter technologies in order to create digitalization. Now the digital world and its ramifications have moved from out of the shadows into center stage, creating winners and losers across all industries and geographies.
With the digital narrative continuing to gain prominence in Boardrooms, we have tailored this year’s UCLA program to explore new business models, trends and opportunities necessary for the establishment of a “Culture of Digital Disruption”. 2014 created more information than the past 5,000 years combined, and the digital universe will reach 40 zettabytes (ZB) of data by the year 2020. This data torrent is continuing to come at Chief Executives with increasing velocity resulting in the highest recorded levels of CIOs reporting directly to their CEOs.
2012 Skills Based Summit - Presenting Companies & TopicsHOTC19
The Skills Based Summit on November 16, 2012 provided workshops and consultations on various business skills for nonprofit organizations. Workshops were offered by companies like 3M, Cummins, Deloitte, General Mills, and Medtronic on topics including finance, marketing, leadership development, and technology. Consultation topics included general finance, meeting charity standards, customer support tools, technology trends, and strategies for engaging volunteers. The summit aimed to help nonprofits build capacity and leverage skills from the private sector.
“You cannot rebuild a country properly if the elites don’t understand technology in the same way they grasp economics or ideology or propaganda… What good governance and the good society look like is now inextricably linked to an understanding of the digital.”
Why Cash is Still King - Examining the Effectiveness of Alternate Delivery Ch...Arnab Ghosh
Cash is still widely used for 60% of retail transactions globally despite the risks and costs of cash. The document examines case studies of countries that have made progress in becoming less reliant on cash, such as Kenya increasing use of M-Pesa mobile payments and debit cards, and Indonesia growing electronic wallets. Successful shifts to less cash require compelling uses of electronic payments, wide acceptance, a good user experience, and trust in the system. Financial institutions can promote cashless payments by simplifying access, accepting payments anywhere, educating customers and merchants, and leveraging new technologies.
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The document summarizes Maria Meyers' presentation at the Annual Conference on April 23-24, 2014 about the four quadrants of entrepreneurship: innovation-led businesses, 2nd stage growth companies, main street businesses, and microenterprises. It provides an overview of the typical needs, support systems, and impact measures for companies in each quadrant. For example, innovation-led businesses may need access to management teams, proof of concept funds, and trusted referrals, and are supported by universities, incubators, and angel investors. The document also describes two specific programs - the Urban Business Growth Initiative and a Shop Local initiative - that aim to fill gaps and encourage collaboration across support providers.
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This document discusses how facilities management organizations can generate income through digital strategies. It outlines that these organizations provide both services and products through facilities like pools, gyms, and event spaces. Historically, digital has been treated as a separate channel by marketing or operations departments. However, a unified digital strategy is needed that identifies the audience and services they seek across touchpoints. An effective strategy engages the audience, offers convenience and value, and streamlines processes through self-service options. This involves moving beyond segmented treatments of digital to have organization-wide focus on the audience experience through a cohesive brand message.
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- Potential organizations and interest groups that could have local online communities, and how local organizations could benefit from them in areas like communication, service, and competition.
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Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
1. The Smart Growth for Our Communities Act, 2015
Presented by: Mark Pivon
http://www.LinkedIn.com/in/mpivon
604-726-5569
Give residents a greater, more meaningful say
in how their communities grow
2. Smart Growth for
Our Communities
Act (2015)
• Planning Act Amendments
• Impacts:
– Citizen Engagement
– Certainty, Stability & Costs
– Local Decision Making & Accountability
– Dispute Resolution
– Transparency
• This presentation only focuses on:
– Citizen Engagement
3. What Makes Us
Qualified?
• 8+ Years delivering Online
Engagement around the world
• 330+ Customers
• 6000+ online engagement projects
– Average of 50 per week
• Federal, Provincial, Municipal,
First Nations, Associations,
Private Companies
– Mississauga, Halifax, Montreal,
Oshawa, DND, ESDC, Natural
Resources, Richmond, St. Johns,
Hamilton, Environment Canada,
Alberta Parks, Alberta Energy, Nova
Scotia Health, Health Canada…
4. • I’m not a lawyer or a planner or
even a subject matter expert in
Municipal legislation
• I represent a Software
technology company; I have
invested some effort into
researching the topic and I’m
sharing my discoveries
• Not a substitute for
professional legal advice
• Training purposes only
Disclosure &
Disclaimer
5. • Why Engage Online
– Depth & Breadth of Insight
– Online complements Face-to-
Face Engagement
• Benefits
– Build Capacity
• Recruit now so you can consult on
MANY topics later
– Build trust
• A destination that people can rely
on to get the right information
– Accessibility
– Cost Effective
– Handout: Guide to Online
Engagement
6. Five Changes
Impacting Citizen
Engagement
• Mandatory for All
– Requirement to Explain Effect of Public
Input
– Requirement to Include Public
Consultation Policies in Official Plan
– Enhanced Requirement to Have Regard
for Public Input (OMB)
• Mandatory with some exceptions
– Planning Advisory Committees (PACS)
• Optional
– Alternative Notice Provisions
• Handout Summary PDF
7. 1. Planning
Advisory
Committees
(PACS)
• Since 1983; discretionary
• Now REQUIRED for all upper
tier municipalities and single
tiers in Southern Ontario
• Optional for lower tiers and
single tiers in territorial
districts
• Citizen representation
required
– (Advisory NOT decision-making)
8. • You can manage your PAC
using:
– A notebook
– A spreadsheet
– Some email system
– A contact management system
• ACT, Outlook, Insightly, Maximizer
– A Customer Relationship
Management System
• Salesforce, Microsoft Dynamix
– A Purpose-built Citizen
Engagement Platform
• Business Case Handout Doc at end
of presentation
Managing Your
Planning Advisory
Committee
9. • Ontario Municipal Board
• All public input must be
considered
• Now requires the OMB to
have regard to any
information and material that
municipal council received
• We believe an online
engagement platform
delivers a distinct advantage
here, particularly in analytics
2. Enhanced
Requirement to
Have Regard to
Public Input
10. • Simply put, ecommerce
analytics is about measuring
“more” whereas engagement
analytics is about measuring
“better”
• Citizen engagement cannot be
measured like ecommerce; the
dynamic is more like a
constant ebb-and-flow
– One day they like you, the next
day, meh.
– Citizens don’t automatically
switch brands (leave the city)
eCommerce
Analytics vs
Engagement
Analytics
23. 3. Enhanced
Alternative Notice
Provisions
• Discretionary
• Tailor public notification
requirements
• Municipalities determine the
process
– Who
– How
– When
– Where
• Municipalities must still
consult with the public in
development notice
procedures
24.
25.
26. 4. Requirement to
Explain Effect of
Public Input
• Required
• Intended to deliver
increased transparency in
decision-making
• Analytics and reporting will
support this requirement
• Notice provisions (from
previous section) also
support this requirement
27.
28. • Requirement to detail how
you will consult with the
public
• Applies to:
– Official Plans & Amendments
– Zoning By-Laws &
Amendments
– Plans of Subdivision
– Consents to Sever
• Public Consultation
Strategy is necessary
5. Requirement to
Include Public
Consultation
Policies in Official
Plans
Welcome to todays presentation by Bang the Table Canada on The Smart Growth for Our Communities Act.
My name is Mark Pivon and I am an Engagement Solutions Manager
I will request that everyone hold their questions to the end, as time is limited and we will have a lot to cover during this space.
This presentation is about recent Planning Act Amendments in Ontario, reflected in The Smart Growth for Our Communities Act of 2015.
In general, this Act impacts:
Citizen Engagement
Certainty, Stability & Costs
Local Decision Making & Accountability
Dispute Resolution
Transparency
This presentation only focuses on five key areas of citizen engagement impacted by the Act. Further, we explore how these key areas of citizen engagement can be served by an online engagement solution. All came into effect July 1st with proclamation
What makes us qualified to speak about online citizen engagement?
We’ve been delivering online engagement to municipalities around the world for nearly nine years.
We have about 330 Customers worldwide; this translates to about 6000 projects since the start, or about 50 new projects every week.
I’ll also take about five seconds for a quick disclaimer. Bottom line is that I am not a lawyer or a planner, and this training event should not be considered a substitute for the kind of professional advice offered by these types of individuals.
Why should you engage online? First and foremost, it's about risk management. If you’re not reaching out to the community you are hostage to the few who bother to turn up to public meetings. Now, I’m certainly not condemning face to face engagement. It’s a very important device that offers a deep understanding of your community sentiment. And, where face to face offers a depth, online offers breadth. (And for all you planner types, I hope you can appreciate the graphic I found that illustrates depth & breadth in a spatial context!)
Online delivers a wider reach; it improves the accessibility of the consultation by giving a voice to others who might not be able to attend a meeting in person. People like shiftworkers, people who travel, stay at home parents, those lacking transportation, etc. These 'others‘, who do not attend open houses, they are frequently more open to change and less dogmatic in their approach.
Online engagement also offers municipalities an way to deliver an enduring piece on the subject. This helps to build trust in the community because people will know where to get information.
And, it’s cost effective and delivers significant economies of scale. I won’t belabour this fact – every one of you is experiencing it right now, online through this webinar.
At the end of the presentation I will share with you our Guide for Online Engagement
What is mandatory and what is optional.
Mandatory for All
Requirement to Explain Effect of Public Input
Requirement to Include Public Consultation Policies in Official Plan
Enhanced Requirement to Have Regard for Public Input (OMB)
Mandatory with some exceptions
Planning Advisory Committees (PACS)
Optional
Alternative Notice Provisions
The PDF that I will share with you at the end is from the Ministry that summarizes all the changes to the legislation. When you see it, you’ll notice that I’m really only going to be covering the first two pages. There are eleven pages in all that really serve as an excellent resource.
Previously, the council of a municipality (upper, lower or single-tier) had discretion to appoint a planning advisory committee. The appointment of a planning advisory committee will now be mandatory for almost every upper tier and single-tier municipality, though the appointment will remain optional for lower-tier municipalities. The members of the planning advisory committee are to be chosen by council and must include at least one resident who is neither a member of council nor an employee of the municipality.
You can manage your Planning Advisory Committee using:
A notebook
A spreadsheet
Some email system
A contact management system
A Customer Relationship Management System
A Purpose-built Citizen Engagement Platform
At the end of the presentation I will also share a boilerplate draft business case for Ontario Municipalities. It references the changes in the planning act, and also talks about the need to manage your constituents, your PAC and other stakeholders. It IS also (reasonably) vendor neutral so it doesn’t all look like you are jockeying for a solution from Bang the Table (although I wouldn’t try to stop anyone from doing that). It generally addresses the challenges you will inevitably have when someone asks you “… why don’t we just use the website that we have already…”
One quick answer is that it’s more than a website: It’s managing people. It’s reporting and analytics. It’s communications, engagement and education. And it’s being able to be held accountable – especially in light of the new legislation.
Enhanced Requirement to Have Regard to Public Input
Section 2.1 of the Planning Act obligates the Ontario Municipal Board to have regard for the decision of municipal council as well as any information and material that municipal council considered in making its decision. The section did not apply when the OMB was hearing an appeal from a non-decision. Bill 73 amends section 2.1 to now require the OMB to have regard to any information and material that municipal council received in relation to the matter under appeal, including written and oral submissions received from the public – even if municipal council did not render a decision on the matter.
An online engagement platform, therefore, offers some distinct advantages in these situations. These are platforms designed to collect BETTER information for BETTER decision making.
I’m going to take a sidebar here for a moment. When we talk about better information in an online context, we’re talking about analytics. Most municipalities are accustomed to using things like Google Analytics – which is really purpose built around ecommerce. But, ecommerce analytics is about measuring “more” whereas engagement analytics is about measuring “better”. Citizen engagement cannot be measured like ecommerce; the dynamic is more like a constant ebb-and-flow: Citizens don’t automatically switch brands by leaving the city when they are dissatisfied with a council decision.
Online engagement is generally measured in three stages. I’m going to use some specialized terminology here and throughout the presentation, so this is kind of important.
We have the people that are AWARE of your consultation. [CLICK] These are the eyeballs. It’s the total number of unique visitors to your site.
These people eventually convert into an INFORMED Audience [CLICK] These people stay onsite and consume media. They will watch a video, download a document, view an infographic, click on a calendar date, and so on.
Finally, we have everyone else that becomes ENGAGED. [CLICK]
This is represented by all the people that take time to participate in an online engagement tool; they take action beyond consumption of media and create or submit something to the community, either publicly, privately, or anonymously.
How do you measure aware, informed and engaged? How do you measure “better”? Certainly tracking visitors to a site is valuable. This helps to measure the effectiveness of your communications plan. You can build a site, but the people still need to know about it. And, tracking site visitors over time is nice to have for the communications people and the web people in the office.
Looking at it another way, and in aggregate, the communications folks will want to know How many unique individuals visited the site over time? A low number here means you might have to step up your communications efforts. Using social media might also help to increase awareness. Nothing really unique here – it’s just site traffic.
Here’s where “better” starts to happen. Informed tells you your community’s understanding of the subject matter. They visit different pages, download documents, view infographics, watch videos, and so on. I will come back to this shortly.
And then “engagement” happens. As a community’s understanding builds, a subset of citizens will become engaged by submitting content, commenting, writing, posting, sharing, and so on.
How you choose to engage your community online is part of a bigger strategy. Just like you have multiple tools to engage citizens in face-to-face consultations (like world cafes, charrettes, appreciative inquiries, and so on), the same holds true for online. Different tools facilitate degrees of openness and transparency, and they are carefully chosen based on the topic being consulted and the feedback desired.
Remember this graphic and that openness and transparency increases [CLICK] as we move from left to right. Now we’ll take a look at some examples.
Here are some examples from the City of Oshawa. They are running multiple consultations from their main page, as indicated by the four panels. [CLICK]
When we click through to some of the engagement spaces, we see a variety of engagement strategies being deployed.
In the “Our Oshawa” Engagement space, they’re using Stories with comments enabled. [CLICK] They’re getting some wonderful participation from citizens offering their perspectives and sharing pictures --- all serving to enrich the “Our Oshawa” space.
In the “Drive-Throughs” Engagement space, they’re using surveys. [CLICK] Different question types. Easy to read. Again, another great example of this engagement strategy.
Sometimes, using the same tool can help create conversation in multiple spaces, as in the case with the Canadian Department of Defence.
They are running multiple engagement spaces. [CLICK]
All their engagement exercises are at the farthest end of the spectrum of engagement with the most openness. [CLICK]
and they’re getting some great participation to boot [CLICK].
This participation is likewise crossing over into other conversations. [CLICK]
In the Engage St Johns Space, they’re running an engagement tool right off their landing page with a Guestbook.[CLICK] In another project space, they’re running a MAPPING tool [CLICK] and a discussion FORUM [CLICK].
The City of Penticton is using their space to engage on multiple levels from within the same space.
They are using the main site to promote both online [CLICK] and face to face engagement events. [CLICK]
When we click through to the online space, we notice they are using several different tools. All simultaneously.
There’s the Survey Tool [CLICK]
The Questions Tool [CLICK]
The Mapping Tool [CLICK]
The Ideas / Brainstormer Tool [CLICK]
And The Discussion Forum [CLICK]
And some of the tools receive tremendous engagement, while others not so much.
I like this example because the municipality started off with some very high participation in the beginning in their Ideas tool [CLICK], but that eventually started to taper off – in part because there’s only so many ideas people can come up with before they’ve all been said. When that happens, the engagement slowly transitions to an Informed cohort [CLICK]. However, engagement still continues and converts from the informed audience [CLICK] because you’ve already caught their attention in another engagement space. So there is justification for multiple tools in certain circumstances.
In Mississauga, they’re launching a new consultation phase and they’re in a testing period. But they haven’t stopped engaging. Instead, Mississauga have implemented a quick poll. [CLICK] This helps to keep people connected to the site while they prepare the next phase. But also, they have compiled a library of resources [CLICK] that the community can reference. Activity here falls into the “Informed” cohort – all the while capturing participation data as people engage with the site, and content.
This is a good opportunity to revisit the idea of an “informed” community. Because, while engagement happens, it’s still a more natural tendency for the vast majority to “sit on the fence”, or do nothing at all. Consultations with low engagement numbers, but a HIGH informed cohort offers some confidence to municipal administrators that the community knows about the topic. If the public chooses not to become engaged, it doesn’t mean the consultation wasn’t a success. Rather, you can conclude that the public was probably satisfied with the information that was being presented, and they didn’t feel like it was necessary to say anything more on the matter.
This adds another dimension to Public Input:
There’s WRITTEN feedback
There’s ORAL feedback
And there’s also Community UNDERSTANDING of the subject matter
Your “INFORMED” and “AWARE” metrics will offer some confidence in this regard: it’s as though the entire city attends an open house, and only a handful of people speak up. Your sign-in sheet in a face-to-face engagement would serve as some evidence of your community’s awareness and understanding of the subject matter. People who register in an online engagement space are no different.
AND… conventional ecommerce measurement tools do not report on community understanding the way an online citizen engagement platform does. Quality is really important:
If the site is not engaging the community will not engage.
It's not about functionality >>> its about usability.
No matter what someone might say, they can’t build a site like this using Wordpress or Drupal or some other system because it’s:
*** all about the analytics and the usability of the engagement and participation data ***
Enhanced Alternative Notice Provisions.
In an effort to modernize how notices of public meetings, decisions, etc. may be given, the Province amended the Planning Act regulations to allow for the issuance of notices by email. Details of how this will occur (for example, how the distribution list must be assembled) are still a little unclear.
This also implies changes to the contents of various notices published in a newspaper or posted on land will be permitted, although this is also unclear, and appears to still require consultation with the public in development notice procedures. These notices will direct readers to where they can find essential information on participating in the approvals process, preserving their appeal rights, etc. - like a website, for instance.
Now, despite the lack of detail in how all these messages and notices and whatnot are to be produced, I highly doubt the Province will be so prescriptive so as to impede municipal progress in these matters. The overarching goal of the ACT is to simplify things for everyone and put more power into the hands of local government. The point of this process and the associated notices is to ensure there will be less public confusion.
So, you tell me: Where will the public typically go for up to date information? A local newspaper? City hall? Or a website? I think the question here is rhetorical.
To this end, an online engagement platform can assist a municipality by allowing citizens to sign up to various consultation topics and subscribe to updates and notices that interest them via email. I believe there is support for the use of technology in these circumstances - underscored by comments made by the Ontario Professional Planners Institute, who recognize that technology will pave the way to expanding the use of Alternative forms of notification – as indicated in their June 3rd letter to the Ministry of Municipal Affairs and Housing.
We maintain that an online engagement platform is still the defacto destination that people will go to if given a choice. Participation still tends to be evenly split between online and face-to-face. But online is what people rely on for the most current information.
As we referenced in the earlier section, Online Engagement is also about building awareness and educating the public. If we look back to the start of the internet, bulletin boards were the original killer app that brought it all to life. Except for some added sizzle, a lot of the same functionality still exists. Municipalities can keep the public in the loop through:
Websites [[CLICK - PAUSE]]
Email Newsletters [[CLICK - PAUSE]]
Signup Forms [[CLICK - PAUSE]]
Calendars [[CLICK - PAUSE]]
Timelines [[CLICK - PAUSE]]
Social Media [[CLICK - PAUSE]]
Subscriptions [[CLICK - PAUSE]]
And News Feeds [[CLICK - PAUSE]]
Just to name a few. All are examples of viable ways to serve the community’s need to stay informed, and a Municipality’s ability to notify.
Requirement to explain the effect of public input
This is another requirement in the planning process. For those of you familiar with the International Association for Public Participation (IAP2) – it’s simply best practice.
You can’t collect feedback from the community without acknowledging it afterward and telling the community how their feedback helped to shape plans and eventual outcomes. Even if nothing was influenced, it’s just common courtesy to tell the public that.
It falls to reason then, that the space used to collect the information would also be used to communicate back to the public. Also making the case for a separate and distinct engagement space.
These are examples from the
City of Mississauga
The Vancouver Airport Authority, and
The Richmond School District.
They are consultations that tell the story of how each organization used their online citizen engagement platform to both notify the public, and explain some of the effects of Public Input. [CLICK] In many cases, the consultation was a multi-phased project, and the consultation platform is used to explain the engagement process [CLICK]
In other cases, the platform is used to help control noise. [CLICK] People will gravitate to noise, whether it comes from social media, news media, or others interested in spreading disinformation. An online space gives a municipality a destination to deliver information that is correct, and in their voice.
Requirement to Include Public Consultation Policies in Official Plans
The Province amended existing regulations to require that applicants submit a “public consultation strategy” as part of a complete application. And this applies to official Plans (and amendments), Zoning Bylaws (and amendments), plans of subdivision, and consents to sever.
As in the case with issuing notices, there is little detail around how the Province expects engagement to be conducted. And, like the notices, I highly doubt the Province will be so prescriptive to tell municipalities they must only engage in face-to-face activities or online activities. If anything, I think a long term view would put more emphasis in an online space, given the current support at other levels of government around Open Data, The Internet of Everything, Bring Your Own Device, Mobile, Cloud, and the general interest in streamlining workflows.
Historically, public engagement was always project-based. Many municipalities practiced a tactical approach to citizen engagement – i.e. when they had to. In this scenario, Public consultation would be a series of semi-connected exercises that include:
crafting an awareness campaign
recruiting new participants
Holding open houses
Surveying the public
Reviewing the results and
Throwing everything into a filing cabinet until someone asked about it
The whole process would start from scratch for every new consultation project.
Now, citizen engagement is an expected part of your routine. It is legislated and mandatory.
So, why not create a hub! Give citizens a destination that they can go to for regular information. It’s a space that you and your community own together. It’s still all your data, it’s all branded to your existing website’s look and feel, purpose-built for engagement.
Now I’ll tell a quick story and then we’ll be done.
I live in Surrey, British Columbia. Even if you’ve never been here, you’ll probably have heard the catchphrase “Better Safe Than Surrey”. It’s a HUGE municipality with some troubled neighbourhoods. The area that I live in – South Surrey – doesn’t really have a crime problem. We have high real estate, transportation and accessibility issues. We have overcrowded schools. My kids are going into Grade Two next year, and their school is clearing the way for ten new portables.
The point is that a public consultation on crime might interest me, or it might not. But a public consultation on education, on accessibility, on new land use permits being issued in my neighbourhood – THAT interests me. A hub serves a municipality that has multiple interests.
Like Oshawa [CLICK]: Their current hub is featuring consultations on Parks, Water, and Drive Throughs.
Like Mississauga [CLICK]: Their current hub is being used to build capacity, establish community relations, and build a vision.
Like Montreal [CLICK]: They are using their hub to make their downtown neighbourhoods more walkable, consult on urban and public transit, and redesign public spaces
Using online 'tools' as opposed to a platform represents a wasted opportunity. Every online engagement project is a chance to build your database of community members. Once people have signed up you can reach out to them with newsletters and emails targeting sub groups of your database and the job of your team gets easier as more people get engaged; every NEW PROJECT ADDS VALUE!
People are interested in different things. An online engagement space is a strategic approach to serving those interests – now, and in the long term. When it comes to citizen engagement, you can choose to be tactical and reactive, and run your consultation projects off the side of your desk. Or, you can be strategic, and plan for what is an inevitability:
Online citizen engagement must be a part of your policy and your Official Planning responsibilities!
My name is Mark. I invite you all to connect with me on LinkedIn.
This concludes today’s webinar, and if anyone has any questions I’m happy to try to address them now.