Skate to Where You Think
the Puck Will Be

How to develop a strategic
communication plan for
your park district

by Judy Beck

WHY STRATEGIZE?

A good hockey player does not wait to follow the puck; he skates to where he thinks the puck will be. A good park district does not wait for greater support for its programs, policies or projects, but builds and moves the dialog to where it wants public support to be.

A successful strategic communication plan can gamer public support in general and for project specific items — BUT it does take a lot of planning and effort.

With the best preparation possible, a proposal can still be rejected by the public. In this era of changing times, it is best to:

THE GLENVIEW EXAMPLE Message: In the 90s, Glenview will face some unique expansion opportunities. The park district made wise and creative use of dollars in the past and, if given the opportunity, will in the future. Audience: Press, leadership of civic and neighborhood associations, residents, etc. Tools: Invitations, informal meeting (short, continental breakfast), facts sheets, slide show. Goal: Not geared to any referendum, just sharing information with no need to respond yes or no to a budget or tax proposal.

• know where you want to go;

• plan how to get there;

• have "Plan B" ready.

A successful strategic communication plan should be multi-year and updated on a regular basis. A successful plan will also use resources as it is implemented and should, therefore, have a budget. All districts have communication and public involvement efforts currently underway. The purpose of this exercise is to decide on a strategic goal and tie all communication efforts together for emphasis and more of an impact.

A strategy can be geared to a one-time event or have multiple steps for a more long-range goal. The following decisions will help in developing your district's strategy:

What is the message?

Example —Park districts are unique in that they combine fees and taxes to serve their communities.

Who is the audience?

Examples — taxpayers; senators and state representatives; other elected officials; realtors, developers, chamber of commerce; local media (paper, radio, public access TV); civic leaders, neighborhood associations; potential gift donors.

What tools do you use?

Examples — "In Use Today, In Trust For Tomorrow"; local district fact sheet; slide show or video presentation; small meeting by invitation;

road show to all civic groups; local media (both

28 • Illinois Parks & Recreation* July/August 1994

an audience and a tool to reach the general public).

What is the goal?

Example — establish communication channels that can be used or expanded when a need arises.

PLANNING FOR SUCCESSFUL PUBLIC INVOLVEMENT AND COMMUNICATION

A public involvement program is a series of activities that fulfill the public's involvement needs and achieve the goals of the decision makers. It is the implementation of a strategic communication plan.

Public involvement activities are publications, actions and events that inform the public, provide opportunities for comment and participation, respond to input and motivate people to act. Because these activities take time and cost money, it is important to plan so that they will accomplish their purposes.

While there is no recipe for perfect public involvement, the following eight-step planning process encompasses all the elements needed to plan public involvement:

1. Define the reasons for public involvement.

2. Identify the decision timing of the program.

3. Analyze the many publics.

4. Identify what information needs to be exchanged.

5. Define public involvement objectives.

6. Design activities to achieve public involvement objectives.

7. Prepare public involvement plan.

8. Incorporate the results of public involvement.

Planners should adapt the above eight steps to fit their own needs and circumstances. The eight steps may not occur in the sequence in which they are given here; several may go on at the same time, or steps may be repeated as ideas develop and are refined. However, in some form, all eight steps must occur" if public involvement is to succeed.

As issues of government have become more complex and controversial, more care must be taken in the presentation of them to the public. The old days of announcing a decision and hoping no one cares or notices is gone. "Issues" must have a communication management plan, just as well thought out as the construction or financial phase of a project.

The general public today is exposed to many aspects of the media — radio, television, newspapers, in-color slick magazines. The media presents information, but on a highly sophisticated and professional level. If a governmental body gives an Unprepared presentation, the public may perceive it as misinformation rather than poorly prepared information.

The few hours it takes to plan, practice for and implement a good public information process will be rewarded with better public understanding of what your agency is trying to accomplish and why (but not necessarily in favor of it).

Judy Beck serves on the Glenview Park District Board a/Commissioners and is President of the Illinois Association of Park Districts. Credit is extended to the Wisconsin DNR Strategic Plan for the title "Skate to Where You Think the Puck Will Be." For a complete copy of Beck's manuscript. contact IAPD, (217)523-4554.*

PUBLIC INVOLVEMENT PLAN Prepare one for the entire involvement program. I. Program goals and objectives. A. Goals (broad, general statements of what you want to achieve) B. Objectives (measurable means of achieving the goal) II. Public involvement goals and objectives III. Program decision stage. IV. Publics: identification and analysis V. Information to be exchanged A. Messages to publics B. Information from publics. VI. Public involvement activities that will accomplish inveiglement goals and objectives. A. Network/distribution (mailing lists, contacts) B. Information materials (print and audiovisual) C. Personal contacts (forums, workshops, one-on-one contacts, conferences, working sessions, field trips) D. Education programs (schools, environmental education centers) E. Media strategy F. Events VII. Budget (total involvement program) VIII. Schedule (total involvement program) IX. Evaluation and follow-up X. Special conditions (your agency's perspective and time frame, nature of issues and publics)

Illinois Parks & Recreation • July/August 1994* 29