HomeMy WebLinkAbout2.a. Resilient Communities Projects: Communication Strategy4ROSEMOUNTEXECUTIVE SUMMARY
CITY COUNCIL
City Council Work Session Meeting Date: December 9, 2014
AGENDA ITEM: Resilient Communities Projects: Public
AGENDA SECTION:
Communication Strategy
U SCV56 ► Dn
PREPARED BY: Kim Lindquist, Community Development
AGENDA NO.
Director
ATTACHMENTS: Three Communication Strategy Reports
APPROVED BY:
RECOMMENDED ACTION: None
SUMMARY
As part of the Resilient Communities project, staff had requested assistance in investigating how to
improve communication in the City, especially as related to new residents and immigrant
populations. A Humphrey class took on the task, looking at the upcoming Comprehensive Plan
update and the public process needed. There are three different proposals compiled by three student
groups. Two students will be able to provide a short presentation of two of the three projects at
Tuesday's Council meeting. The format of the project was that they were responding to a Request
for Proposal (RFP) which provides the structure to the report. Staff attended the in -class
presentations and thought that there are ideas in each of the reports which could be incorporated
into the City's communication strategy regardless of whether the topic would be relating to the
Comprehensive Plan update.
CONCLUSION
Information item, no action required.
k ivil A I I I will lif
00 ` = priwIOIo
17
I
loss
PowerUp 2018 1 Rosemount Participation Plan
TABLE OF CONTENTS
Introduction
Overview
Introduction
City Background
Our Goal
Key Issues
Our Proposal
Participation Plan
Objectives
Stakeholder Identificati
Participation Technique
Communication Strategy
Documentation
Monitoring
Work Program
Timeline
Tasks List
Information Provisions
Following Up
Conclusion
Table of Contents
Rosemount Participation Plan I PowerUp 2018
3
4
4
4
5
6
7
8
8
10
12
14
16
17
18
18
20
24
28
29
1
PowerUp 2018 1 Rosemount Participation Plan
Rosemount Participation Plan I PowerUp 2018
« DEAR ROSEMOUNT'
Kim Lindquist
Community Development Director
City of Rasemo unt
2875 145th Street West
Rosemount, P✓linnesota 55068
November 25, 2014
Dear Ms. Lindquist,
For the past three months, CPJ Consultants has enjoyed the opportunity to prepare a
participation process proposal for the City of Rosemount's upcoming Comprehensive Plan
update, slated for 2018.
The enclosed document, PowerUp 2018, presents a framework for engaging all Rosemount
residents in meaningful, productive, and effective participation processes that will serve to
foster communication and collaboration between the City and residents as preparations are
made far updating the City's Comprehensive Plan.
The participation process plan aims to encourage proactive and continuous engagement
from residents in an attempt to make the City of Rosemount as responsive to and
representative of its residents' needs and desires. The plan's title PowerUp 2018, reflects this
idea. Rosemount will continue to thrive and improve as it empowers all residents to engage
in interactive planning processes in order to better their community.
VVe greatly appreciate your consideration of our services and look forward to working with
the City of Rosemount.
Sincerely,
CPJ Consultants
lyssa Chiumento h1ariana Poskus
Introduction —W
PowerUp 2018 1 Rosemount Participation Plan
OVERVIEW
INTRODUCTION
This proposal focuses on creating holistic strategies for engagement which
foster proactive civic engagement, and actively involve all segments of the
population. The overarching message that we put forth is:
The City can increase levels of civic engagement by embracing the
changing nature of Rosemount, and entering into a collaborative
relationship with the community.
Underlying this message is our assertion that civic engagement should
not simply be seen as a requisite of democracy. Rather, civic engagement
ought to be seen as a process that allows residents to develop relationships,
guide the growth of the built environment, and build community. Because
Rosemount is a quickly changing city, in terms of demographic makeup and
sheer population, these issues are critically important. Through increased
civic participation residents will be able to collaborate with City staff on key
issues facing their community, and thus, collectively improve the place they
all have come to call home.
City Background
The City of Rosemount, with an estimated
population of 21,749 is as a third -tier suburb
situated 15 miles south of the Twin Cities
metropolitan area in Dakota County' The
City was originally settled as a farming
community and has a long tradition
of Irish heritage marked by its annual
celebration "Leprechaun Days." In recent
decades, however, Rosemount has become
an increasingly diverse suburb attracting
young families, immigrants, and everyone
in between. Some of the hallmarks that
draw families to Rosemount are the
numerous parks, great schools, quiet streets,
and comparatively affordable housing.
While Rosemount is primarily residential,
it is also the home of Dakota Community
Technical College (DCTC), the University of
Minnesota's UMore Park, Winds Park, and
the Rosemount Community Center.
(1) U.S. Census Bureau, 2008 -2012 American Community Survey
Rosemount Participation Plan I PowerUp 2018
OUR GOAL
The current participation processes plan encourages Rosemount residents
to adopt a proactive approach to participation in City planning activities,
to foster continued, meaningful participation as projects progress, and to
recognize the critical importance their participation plays in helping the City
of Rosemount thrive.
Of course, resident participation, in and of itself, is beneficial, as it allows
for City staff and residents to educate each other and solicit feedback. It
is especially important, however, when cities are experiencing significant
change — change for instance, in infrastructure, programming, or
demographics, as Rosemount has undergone in its recent past.
Now, resident participation can be even more beneficial — and more critically
important — as it can help foster a sense of community, build trust in the
government, change the way residents interact with the government (and
the government with residents), and solicit important information from
Rosemount residents as the City's context changes. For this participation
to be as meaningful and productive as possible however, it must be truly
representative of all Rosemount residents. While participation from "the
usual suspects" is necessary, it must be supplemented with participation
from other communities, like renters, immigrant residents, and youth, as
well, in order to fill gaps in information.
Overview Overview
Branding
The idea behind PowerUp 2018 was to increase
levels of participation by leveraging pre existing
community organizations, events, and engagement
strategies. It is a brand that focuses on energizing
civic participation by popularizing the notion that
resident's input is critically important and valuable.
Likewise, the provisions provided by Powerup 2018
empower residents through innovative engagement
strategies that accommodate their busy schedules,
and are accessible to all segments of the population.
We believe that PowerUp 2018 will increase
participation because it focuses on invigorating civic
engagement in a community that already has many
of the necessary variables.
PowerUp 2018 1 Rosemount Participation Plan
KEY ISSUES
We approached improving civic engagement in Rosemount in a two -
pronged fashion: on one hand we wanted to build on effective engagement
strategies already in place, while on the other hand, we sought to rethink
processes that have proven unsuccessful. With this in mind, we considered
the context of civic engagement in Rosemount and identified key issues in
tandem with City staff.
LOW LEVELS OF CIVIC
ENGAGEMENT
REACTIVE ATTITUDES
THE 'USUAL SUSPECTS'
Rosemount Participation Plan I PowerUp 2018
OUR PROPOSAL
IN A NUTSHELL
In response to the request for proposals, we set out with a single
question in mind: how can Rosemount improve civic engagement
efforts to encourage positive participation amongst an increasingly
diverse populous? Given the City's interest in not only engaging the
diversity of views residents hold, but also in retaining these residents,
we approached civic engagement in Rosemount with the spirit of
government "by the people, for the people." It is our assertion that
increasing positive civic engagement helps residents develop deep,
personal connections with their community and encourages them to
become long -time residents. With this in mind, we put forth numerous
suggestions that value and facilitate sustained collaboration between
residents and local government. Generally speaking, we strived to
develop suggestions that were proactive, non - exclusionary, embraced
changed, and kept the community up to date on the progress of any
planning process.
DELIVERABLES
Specific strategy and brand for Rosemount's new take on civic engagement
A 2 -year timeline that could be used for participatory process
Micro timeline guidelines for the different components of the process.
Specific strategies for increasing awareness of engagement events
Stakeholder and Demographic matrix's that identify key populations in the
community
Overview Overview
Information provisions
PowerUp 2018 1 Rosemount Participation Plan
PARTICIPATION PLAN
OBJECTIVES
OW
USE CIVIC ENGAGEMENT
TO BUILD COMMUNITY
Good civic engagement builds community by
fostering positive relationships among residents, and
by helping them take an active role in shaping their
community. On one hand, civic engagement brings
residents into contact with one another around a
common cause. Through dialogue, residents develop
relationships with their neighbors, establishing the
community rapport necessary for civic engagement
On the other hand, civic engagement allows residents
to create a community reflective of their values
and interests, and thus fosters community pride. In
crafting our proposal, we strove to incorporate steps
that uphold these principles, and create a framework
for sustained civic participation.
Rosemount Participation Plan I PowerUp 2018
3 CRAFT SUGGESTIONS CHANGE PARADIGM
MINDFUL OF THE CHANGING
LoNATURE OFROSEMOUNT
, As noted before, Rosemount is changing
demographically and continues to experience
general population growth. Seeing as this is
likely to continue, we strove to create provisions
that actively embraced the changing nature of
Rosemount, and engaged all segments of the
population. Some our key concerns in this regard
were integrating diverse and marginalized
populations into participation processes, and,
likewise, creating processes sensitive to the
changing needs of the community.
4 INCREASE AWARENESS
While embracing the changing nature of Rosemount
-A
SUGGESTION
THAT ENGAGE ALL
2CREATE
COMMUNITY MEMBERS
Pursuant of the demands for the request for
proposals, we considered how to best engage
Rosemount's increasingly diverse residents.
Specifically, we considered the different needs
of residents, and the potential barriers to
participation that various demographics face
including. language, residential status (renters
vs. owners), age, and technological competency.
In the spirit of building community, we placed
critical importance on encouraging participation
that reflected and embraced Rosemount's racial
ethnic, and economic diversity.
OF PARTICIPATION
PROCESSES
and building community is certainly important,
a critical logistical component of participatory
processes is simply "getting the word out"
Subsequently, we considered how the City can
improve current efforts to publicize information
regarding civic engagement events. Many of our
kLsuggestions combine both traditional and non-
traditional, technology based media platforms
to increase awareness of these events among all
segments of society. ,
Participation Plan Participation Plan
OF ENGAGEMENT
The most ambitious of our goals was to change
the paradigm of engagement all together.
Typically municipal level civic engagement
consists of a single meeting for which residents
travel to City Hall and respond to proposals
put forth by local government staff. Not only
does this format fail to create a sustained,
collaborative relationship with residents, it also
kindles reactive rather than proactive attitudes.
Rather than perpetuating this already broken
system, we suggest that City staff go out into
the community to engage with residents
throughout the entirety of the planning ,
process.
PowerUp 2018 1 Rosemount Participation Plan
STAKEHOLDER IDENTIFICATION
Demographic Considerations for Engagement
Key Demographics
2009
2012 Relevance to Engagement
Total Population
20,710
21,749 The large concentrations of young, and middle
19& Under
335%
33.9 % aged adults suggest that any engagement efforts
Age 25 to 44 years
313%
28.5 % will have to be multifaceted, and appeal to these
primary age groups through different media
45 -64 years
237%
253% platforms.
Total Households
7,300
7,448 Participatory processes will need to be sensitive
Owner Occupied
88.7 %
88.1 % to the interests of family households, a large
Total HH Renter Occupied
113%
119% proportion of total households. Youth engagement,
Family Households
77.4 %
78.7 % childcare, and family oriented events may be
Average Household Size
2.84
3 necessary to garner widespread participation.
Total Population
20,710
21,749
White Alone
87.4
85% The different needs, interests, and barriers to
Predominant
participation of racial and ethnic groups should be
Black or African American
Race /Ethnicity
47%
5.1
addressed to successfully engage all segments of
Asian
49%
4.8
Rosemount's population.
Hispanic or Latino Origin
22%
54%
Total Population
20,710
2x1,749 Engaging the foreign born population in
Foreign Born
Rosemount may require specific social, cultural,
Native Born
9190%
90.4
and language provisions.
Foreign Born
810%
96%
Population 5 years and over
18,821
20,062
Speak English "less than
To connect with residents that speak English
330%
3.3 % "less than very well ", language stipulations will
Language very well"
need to be outlined in the final process design
Spoken At Home Spanish
150%
3.9
including translating pertinent documents and
Asian and Pacific Islander
340%
2.9
disseminating information effectively.
Other Languages
170%
28%
Data Source. 2005 -2009 & 2008 -2012 American Community Survey, US Census Bureau
10
Participation Plan
Rosemount Participation Plan I PowerUp 2018
An essential component of our participation plan was identifying those residents who are
takeholders in Rosemount's future, and as such, in those planning processes that will help
determine what lies ahead for the City. Guided by the participation plan's 5 objectives, we
identified the following potential key partners and demographic considerations for engagement.
Key Partners Identification
Partner and Mission (where applicable)
Key Audience It May Help Reach
Homeowner Associations
Homeowners, families
360 Communities
"To provide hope and support to people by
engaging communities to prevent violence,
Low - income residents, immigrant
groups, mostly Latino families
ensure school success and promote long -term
N
0
N
m
m
0
N
v
N
N
V)
One Rosemount
"The purpose is to be more intentional and
proactive in making a positive difference in the
lives of children and teens in the community...
Youth, parents, families
Reaching Up Ministries
"To demonstrate God's love to youth and
Youth, parents, families
empower them to change the world around
them "
Rosemount AAA
"Rosemount Area Athletic Association (RAAA) is
a volunteer organization that serves the children
Youth, parents, families
of our community through athletic programs
designed to develop both social and athletic
skills "
Public School Districts Youth, parents, families
N Dakota County Technical College Young adults
00
,p Inver Grove Heights Community College Young adults
v
ur
UMore Park Future residents, University and
business communities
Participation Plan
11
PowerUp 2018 1 Rosemount Participation Plan
PARTICIPATION TECHNIQUES
.lryrliu
low GET
THE
WORD
OUT
Informational
and promotional
tools to
communicate
and disseminate
information
within the
community.
tv
SET
THE
FOOD
Uiiiiiu
66_99
GENERATE
CONTENT
12
COMMUNITY -WIDE EVENTS
Traditional Rosemount festivities
and events, like Leprechaun Week,
Fall Cleanup Day and Christmas Tree
Festival, already have a substantial
rate of attendance. Continuity of
these events is key to foster close
relationships between all residents.
LOCAL PARTNERSHIPS
Collaboration on smaller events,
like AAA games and practices, can
provide venues for reaching out to the
"less -usual suspects ", such as young
families, who generally have a harder
time to become involved in traditional
planning meetings.
THE PLANNING TRUCK
NEIGHBORHOOD PARTIES
Small -scale local block parties with
food, music and local artists to foster
neighborhood relationships between old
and new residents, both homeowner
and renters.
Participation Plan
Rosemount Participation Plan I PowerUp 2018
Like a three - legged stool, participation techniques are grouped in three major types,. Each type has
an essential role in the process: for example, it would be difficult to gather input from the community
(Generate data) if there had not been promotional methods (Get the word out) or if the opportunities
for building close relationships with the rest of the community had not been provided (Set the mood).
PLACEMAKING IN THE PARK
GO ROSEMOUNT!
WALK -TO- SCHOOL DAYS
monthly events inviting parents
and students to walk and bike to
their schools instead of driving.
These events include organized
group walks by area, temporary
biking and pedestrian marking in
designated routes, wayfinding and
complementary in -site and online
campaigns through social media and
schools.
ONLINE CONTESTS
Visual or text-based small-scale
competitions, using Twitter, •..
and Instagram, to gather input related
to ongoing planning efforts and
P increase online/media coverage
FIELD TRIPS
sessions Group walks and information
• Parks
with local planning staff and UMMf
representatives
Participation Plan
11, 1111;1!►:1v,11111:1141130:
Collaboration on smaller events,
like AAA games and practices, can
provide venues for reaching out to the
"less -usual suspects ", such as young
families, who generally have a harder
time to become involved in traditional
planning meetings.
FAMILY- ORIENTED
WORKSHOP SERIES
NEIGHBORHOOD PARTIES
Regular biking tours to promote bike
culture and gather input on preferred
trails and routes.
13
PowerUp 2018 1 Rosemount Participation Plan
COMMUNICATION STRATEGY
Guidelines
There are three key guidelines that will define
the communications strategy for participation
processes. First, information will be delivered
to the public and to relevant agencies early and
often. Early in the process, as soon as events
have been scheduled, City staff should publicize
events, explain why they are being held, and
invite the public to participate. It is important
that these events are advertised well in advance,
so that residents who would like to attend can
adjust their schedules accordingly without last
minute interruptions. The message must be
delivered early and it must be repeated. With
busy schedules and even just everyday life, it is
easy to forget planned events — even when we
have the best intentions of attending.
iss
14
As such, it is vitally important that events are
advertised both well in advance and repeatedly
in the weeks leading up to them.
In addition to being repeated, the publicized
messages must be consistent. Most people have
to hear or read the same message multiple times
before they actually comprehend its content.
This is an especially important consideration
when informing the public of events that
warrant their participation. Information must
be succinct and direct this is the project,
this is why it is happening, and this is how,
where, when, and why you could be involved
in impacting its outcome. The message should
be consistent across outlets throughout the
campaign.
The third prong of the communications strategy
is to present the public with a general timeline
of a project. People often do not have realistic
expectations of a project's length. However, if
expectations are not met, regardless of whether
they are realistic, people decidedly lose interest,
thinking perhaps that their contributions to
the process have not produced change, been
incorporated, or even taken seriously. Thus, it is
extremely important to provide participants with
a general, but realistic timeline of events. For
example, on the bottom of every City message
about a process to the public, there can be a
basic timeline showing major events that have
occurred in the past three months and that are
slated to occur in the next three. This can serve
two purposes to demonstrate the process's
progress and to alert residents of upcoming
events. An added message, along the lines of "If
you can't make this featured event, don't worry —
here are some more chances to participate "' can
further remind residents that their participation
is valuable.
Participation Plan
Event timeline /phases
The communications strategy will have three
key phases: one before, one during, and one
after an event. Though each phase will have
common approaches, there are some important
distinctions between them. In the weeks
preceding, the City should publicize the event
by posting information to its Facebook page, but
by also purchasing Facebook and newspaper
advertisements. Though the City's page may
have a number of followers, it isn't likely that
the vast majority of Rosemount residents follow
the City's page. However, it is highly likely
that the vast majority of Rosemount residents
are Facebook users, and as such, would see
advertisements on the social media site It
is also important to retain traditional media
outlets, like newspaper advertisements, in order
to reach those groups who may not use social
media. In -store advertisements could be a useful
way to reach both social media users and non-
users. Paper ads could be displayed in storefront
windows, in check out aisles, and in restrooms of
participating stores, businesses, and restaurants.
Though it might seem excessive, publicizing
events immediately before and during the
events themselves is extremely important to
garnering participation. Twitter would be the
most appropriate use of social media in this
instance it could provide followers with current
and updated, news -like coverage of an event.
Television coverage, even if only a short blurb on
the news, could spark the interest of residents or
remind them of the event that they had wanted
to attend. These methods are a great way to
inform residents initially, but they also serve
as a great reinforcement of previous messages
that residents received via Facebook, read in the
Participation Plan
Rosemount Participation Plan I PowerUp 2018
newspaper, or saw standing in a checkout line.
The "after" phase is perhaps the most critical
phase in the communications strategy, because
it affords the City a few key opportunities. The
term "after" can be misleading, as it implies
that the participation process, or a segment of
it, is over A participation process that favors
proactive engagement, however, must have
a communications strategy that encourages
residents to ask questions, solicit information,
and provide feedback continually - and
especially, after an official event has finished.
In the days immediately following an event,
staff should publicize an announcement
via Facebook, the newspaper, and the radio,
thanking the public for their participation,
letting them know that it is crucial to the
success of the plan, and alerting them to the
fact that staff will be working on incorporating
their input. Specific mention, however, should
be made to the fact that the planning process is
often a long one announcements should provide
an approximate timeline ( "Check out the full
results from our meeting on the City's website in
x weeks" "), so that participants have a realistic
expectation of when results will be produced and
don't get discouraged by perceived delays.
Posting photos of the event to the Facebook page
or in the newspaper in this after phase can serve
to show participants that the event has been
documented. Likewise it can serve as additional
advertising for future events, perhaps by
exposing potential attendees to what happened
at the event and by sparking their interest in
participating.
15
16
PowerUp 2018 1 Rosemount Participation Plan
DOCUMENTATION
Data Gathering
Accurate documentation of event proceedings, including information disseminated
to the public, and information received from them, is critical for an effective,
productive, and meaningful engagement process. The more care that is taken in
asking for and recording information, the more the public may realize that their
participation is valued and essential. At least two staff members will be present
at events to take detailed notes, administer surveys and assist respondents in
completing them, take photographs, and document the events in other relevant
ways.
Of course, the manner of data gathering will depend on the type of plan addressed
and information desired. Some events maybe conducive to having participants
scan OR codes with their smartphones to complete a survey, at other times, paper
or iload surveys maybe more appropriate. Feedback can also be written down or
audially recorded as well. After events, summaries of this information will be
posted to the City's Facebook page and printed in the newspaper. Complete, detailed
reports of this information, once compiled, will be posted to the City's website and
included in the appendices of official planning documents, hard copies of which
will be available at City Hall.
Delivery of information
As illustrated above in the Communications Strategy guidelines and phases,
information delivery will occur in two main ways: through technical and non-
technical mediums. The City could use technical mediums, like its website,
Facebook page, and Twitter account, to make announcements, invite residents to
participate, provide updates, and solicit feedback. Non - technical resources will also
be critical. Newspaper columns and advertisements, in -store advertisements, "stall
stories;' and announcements at other events, like Leprechaun Days and AAA sports
tournaments, are critical to delivering information, as they can reach audiences
that technical resources may fail to do.
Participation Plan
Rosemount Participation Plan I PowerUp 2018
MONITORING
Rosemount City staff will be in charge of monitoring and evaluating the
participation processes outlined previously. Staff will monitor the processes as
plans progress and will evaluate the processes once they have been completed in
order to ensure accountability, transparency, incorporation of the public's input, and
timely response to inquiries. These crucial steps in the process will include:
Identifying potential problems, proposing solutions, and adapting plans
accordingly.
Soliciting feedback regarding the public's perceptions of both the participation
process's and the plan's progress, via surveys after each.
Examining the accessibility of the participation processes to all Rosemount
residents, by analyzing who was present at events and who was not.
Efficiently recording feedback and recommendations and incorporating them in
future participation processes.
Participation Plan
17
PowerUp 2018 1 Rosemount Participation Plan
WORK PROGRAM
TIMELINE
The following outlined planning
processes are divided into two
separate timelines by year. The
first timeline of events, which
is scheduled for 2015, focuses
largely on getting the word
out and building community.
The engagement initiatives
scheduled in this year serve as
a precursor to the events slated
for the following year, 2016 - of
which the majority will serve to
gather information to be used in
the Comprehensive Plan update.
This two - pronged approach
will allow residents to become
familiar with and learn about
the planning initiatives and
then see the City's dedication to
engaging residents and soliciting
meaningful input from them.
legend
Community -wide Events
The Planning Truck
Family Workshop Sessions
Go Rosemount!
Local Partnerships
Informal breakfasts
Placemaking in the Park
Neighborhood Parties
Walk to School Days
Bike Tours
Field Trips
18
Rosemount Participation Plan I PowerUp 2018
2015 2016
A M J J A S O S i
PLANNING MONITORING & EVALUATION
& ANALYSIS Identifying potential problems, proposing solutions, and adapting plans accordingly.
Soliciting feedback regarding the public's perceptions of both the participation process's and the plan's progress, via surveys after each
Stakeholder Examining the accessibility of the participation processes to all Rosemount residents, by analyzing who was present at events and who was not
identification Efficiently recording feedback and recommendations and incorporating them in future participation processes.
Aligning actions
with the goals of the
comprehensive plan
OUTREACH
& DESIGN
Development of
communications
strategy
Design of
participatory events
and initiatives
P THE PLANNING TRUCK (Y1)
+RKSHP WRKSHP
4wjft�
i'i i
COMMUNITY -WIDE EVENTS
Ir ONLINE CONTESTS
GO ROSEMOUNT!
THE PLANNING TRUCK (Y2)
WRKSHP
DATA
ANALYSIS
Analysis of data
collected during the
processes
LP LP LP LP LP LP LP LP LP
I N PMINP
LP LP
B 113 113 113 113 113 IB IB IB IB IB 113 113 113 113 IB IB IB !NHBH 113 113 113 PMI
HBH P NHBH P NHBH P NHBH P
IB
P NHBH P
W W W = W W W W W
BKT BKT BKT BKT BKT BKT
FIELD T FIELD T FIELD T FIELD T FIELD T FIELD T FIELD T FIELD T
Work Program Work Program
19
Incorporation of
such analysis
when writing the
Comprehensive Plan
update in 2017.
WRKSHP ►
LP LP LP LP LP LP LP LP LP
I N PMINP
LP LP
B 113 113 113 113 113 IB IB IB IB IB 113 113 113 113 IB IB IB !NHBH 113 113 113 PMI
HBH P NHBH P NHBH P NHBH P
IB
P NHBH P
W W W = W W W W W
BKT BKT BKT BKT BKT BKT
FIELD T FIELD T FIELD T FIELD T FIELD T FIELD T FIELD T FIELD T
Work Program Work Program
19
PowerUp 2018 1 Rosemount Participation Plan
TASKS LIST
Community -wide Events
WHO All Rosemount residents.
WHEN During specific community
events, like Leprechaun Days.
WHERE At event sites.
WHY These already established events are
well attended by community residents
and provide the City with the rare
opportunity of reaching hundreds of
residents at a time with its message.
TOPICS Community gathering spaces, Urban
agriculture, Energy, Public Art.
HOW? OC ❑❑ W n 4 @ aim
Local Partnerships
WHO Youth, parents, families.
WHEN Every other month.
WHERE At parks and recreation centers where
the league plays, like Bunker Hill Park,
Rosemount Middle School Athletic
Fields, and Meadows Park, for instance.
WHY Collaborative meetings at smaller
events, like AAA games and practices,
can provide venues for reaching out
to the "less- than -usual suspects,' like
young families, who generally have
a harder time becoming involved in
traditional planning meetings.
TOPICS Infrastructure
HOW? rJ ff] Ct7) RU�
Informal breakfasts
WHO All Rosemount residents.
WHEN Once a month.
WHERE Local coffee shops and diners.
20
WHY In order to foster a two -way
communication with public officers,
such as the Rosemount Police and Fire
Departments and local representatives,
through informal breakfast sessions.
These meetings could serve to
build trust and community, and
provide residents a venue in which
they could voice their concerns.
TOPICS Community gathering spaces,
Urban agriculture, Energy,
Public Art, Infrastructure
HOW? rJ O l==iu1
The Planning Truck
WHO All Rosemount residents.
WHEN During major community events,
like Leprechaun Days, the Haunted
Trail, and the Christmas Festival.
WHERE At event sites.
WHY A customized, highly attractive truck
that can be placed at different events,
that provides information about the
City's current and future engagement
efforts and solicits resident feedback,
through interactive visuals and
games for adults and children. In
the first year of the participation
process, the Planning Truck would
be used for, primarily, building
community and getting the word out,
in the second year, it would be used
for soliciting feedback and gathering
data from community residents.
TOPICS Community gathering spaces,
Urban agriculture, Energy,
Public Art, Infrastructure
HOW? ( 0 [J rl 1-11 4 O
Rosemount Participation Plan I PowerUp 2018
Communication Methods legend
0 Feedback on- the -spot
Mobile application for residents that allow them to upload pictures and comments and receive
alert notices on different issues, like OpenPlans.org, MindMixer, Poll Everywhere (e.g. transit,
pedestrian and biking infrastructure, urban design and furniture).
DemocracyOS
Mobile application for residents to get up -to -date information on current topics, planning efforts
and discussions being held in their area The app lets users vote and comment.
° Stall and sink stories
w Targeted advertising on bathroom users regarding different engagement events.
School folders
Weekly communication from schools to parents on upcoming events, special school sessions,
and classes.
❑:� "I'm your neighbor" featurettes
Video and text featurettes highlighting local residents, their stories and their contributions to
the City's ongoing participation efforts, economic growth, local investment and cultural support.
QMulti- language support
Communication materials will be provided in other languages to reach out to non - English
speaking communities. In- person translators and facilitators will be provided in key planning
events.
OSocial media
Communication platforms (Facebook, Twitter, Rosemount's website) will be reformulated to
provide useful information for residents and visitors ( website), news and alerts (Twitter) and
promotion and visual documentation (Facebook). Emphasis will be made on interoperability, to
ensure information is available for multiple platforms, especially mobile devices.
Traditional media
Television news station coverage, newspaper advertisements and letters to the editor, radio
advertisements
Work Program Work Program
21
PowerUp 2018 1 Rosemount Participation Plan
TASKS LIST
Neighborhood Parties
WHO All Rosemount residents.
WHEN 3 times a year, once in the Spring,
the Summer, and the Fall.
WHERE In different neighborhoods
throughout Rosemount.
WHY Small, neighborhood street or block
parties with food, music, and local
artists to foster neighborhood
relationships among both old
and new residents and among
homeowners and renters alike.
TOPICS Community gathering spaces,
Urban agriculture, Energy,
Public Art, Infrastructure
HOW? II n O l=" ,I� lu�
Placemaking in the Park
WHO All Rosemount residents.
WHEN Events once a month during
June, July, and August, semi-
permanent installations lasting
for approximately one month.
WHERE Different sites throughout Rosemount,
including parks, recreation
centers, housing development
community rooms, etc.
WHY Permanent or temporary "tactical
urbanism' installations designed
to inform and gather spontaneous
feedback from park users. These can
include mobile furniture and games, "I
wish this was..." -type art installations,
semi - permanent outdoor proposal
exhibitions, comedy theater and music
events (e.g. T2P2). Programming
will need to coordinated by and
with local artists and planners.
22
TOPICS Community gathering spaces,
Urban agriculture, Energy,
Public Art, Infrastructure
HOW? OU ❑❑ rte- ffJ L-04O01
Walk to School Days
WHO Youth, parents, families.
WHEN Four times during the school year,
seasonal weather permitting. March,
May, September, and November.
WHERE In relative proximity (within 1 mile)
to Shannon Elementary, Rosemount
Elementary, Rosemount Middle
School, and Rosemount High School.
WHY Monthly events inviting parents and
students to walk and bike to their
schools instead of driving. These
events include organized group
walks by area, temporary biking and
pedestrian markings in designated
routes, wayfinding and complementary
in -site and online campaigns
through social media and schools.
TOPICS Infrastructure
HOW? IZ n ® 0]
Bike Tours
WHO Young adults, families, those who
use biking trails in particular.
WHEN 3 times a year, once in the Spring,
the Summer, and the Fall.
WHERE Parks, biking trails
throughout Rosemount.
WHY These regular biking tours promote
bike culture, encourage alternative
transportation modes, and gather
Work Program
input on preferred trails and routes
TOPICS Infrastructure
HOW? (�) L Mffj 4 O ==m
Go Rosemount!
WHO Youth.
WHEN Annual event during the
academic year, schedule subject to
coordination with school faculty.
WHERE At Rosemount public schools, middle
school and high school levels.
WHY Series of coordinated events for
students to reflect and think creatively
about the type of city they have
and want. The type and content of
events will be targeted to various age
groups, and will include student fairs,
competitions, and in -class exercises.
TOPICS Community gathering spaces,
Urban agriculture, Energy,
Public Art, Infrastructure
HOW? ff] ® 0
Online Contests
WHO All Rosemount residents.
WHEN Ongoing during the planning process,
to coincide with other community
and local partnerships events.
WHERE n /a.
WHY Visual or text -based small -scale
competitions, using Twitter, Facebook
and Instagram, to gather input related
to ongoing planning efforts and
increase online /media coverage.
TOPICS Community gathering spaces,
Urban agriculture, Energy,
Work Program
Rosemount Participation Plan I PowerUp 2018
Public Art, Infrastructure
HOW? �d 4 O Q
Family- oriented
workshop series
WHO All Rosemount residents,
youth, parents, families.
WHEN A weekend every season.
WHERE At City Hall or community centers.
WHY Similar to "traditional' planning
meetings, but upgraded. These weekend
family- oriented events for specific
engagement processes (e.g. Parks
and Recreation Plan), would include
activities for kids and young adults,
speaker sessions and charrettes. Food
(food trucks, outdoor barbecues) and
childcare would be provided also
TOPICS Community gathering spaces,
Urban agriculture, Energy,
Public Art, Infrastructure
HOW? O ❑❑ �J Q O 1 = �1u1
Field trips
WHO Adults.
WHEN Once a season.
WHERE UMore Park Site
WHY Group walks and information sessions
at UMore Park regarding potential
developments for the area with local
planning staff and UMN representatives.
TOPICS Community gathering spaces,
Urban agriculture, Energy,
Public Art, Infrastructure
HOW? W O 51
23
24
PowerUp 2018 1 Rosemount Participation Plan
INFORMATION PROVISIONS
Overview
Information released by the City should be accessible to anyone living in
Rosemount irrespective of the language they speak or their ability to use
technology. In this regard, Rosemount is particularly unique because the
population varies in terms of age and ability to speak English. While there
are large concentrations of young adults and teens, who are more likely to be
tech - savvy, there are also large concentrations of older adults, who may rely
on traditional media for information. Likewise, although the predominant
language in Rosemount continues to be English, there is a growing
population of immigrants in need of interpreted information. With these
realities in mind, and in response to the City's request to increase awareness
of participatory events, we created suggestions that attempt to transcend
barriers to participation that Rosemount residents face based on their age,
ability to speak English, and technological competency. Our suggestions
outline how different media platforms or community events can be used to
disseminate information.
Information Deliverables
In contrast to the communications strategies section, this section outlines the rationale behind
using different media platforms to distribute information. It connects how various platforms engage
different segments of the community based on their age, culture, technology abilities, language
competencies, and family situation. Likewise, this sections provides an analysis of logistical
provisions such as using consistent messages, diversifying information distribution, and using
positive, encouraging language to solicit greater participation.
Web based repository for information on engagement events
Social media sites to connect with younger generations
How to use community events to disseminate pertinent information
Strategic use of traditional media outlets including print mediums and local news
Partnerships with faith based organizations, community organizations, and local businesses
which tap into social networks
Translation of basic documents and information on central repository website
Work Program
Rosemount Participation Plan I PowerUp 2018
A Balanced Approach
Given the diverse population of Rosemount, we suggest that the best way to overcome language and
technological competency differences is by disseminating a common message through a mixture
of traditional and nontraditional, technology based media platforms. Put simply, by diversifying
how information is released to the general public, City staff will be able to reach a broader audience,
and actively work towards more inclusive engagement processes. That being noted, it is equally
important for City staff to craft a common message that will be distributed in multiple languages
and through various mediums to ensure consistency of information. If the City is able to distribute
information in a multifaceted manner, they will take an important first step towards increased civic
engagement.
Traditional Media
In most cities, middle -aged adults and seniors are some of the most civically active residents and
account for a large portion of the population. Rosemount is no exception with approximately 33% of
the population over the age of 452. Seeing as many of these individuals, specifically the elderly, may
not know how to use technology based information outlets, traditional media platforms still serve as
an important means of disseminating information. However, in line with our engagement strategy
of bringing participation to the community, we suggest not only disseminating information through
traditional outlets, but also that City staff go out into the community to disseminate information.
Going out to the community
Given the overall popularity of events such as Leprechaun Days, community wide events are an
excellent opportunity to provide the general public with information on upcoming engagement
events. Whereas in the past City officials have tried to leverage existing community events for
civic participation purposes, our approach suggests these events are better suited for simply
disseminating information. The best way to leverage these events for greater civic participation is
to simply "get the word out" through casual conversation, flyers, and brochures. The main benefit of
this approach is that being on the ground allows City staff to meet the residents of their community,
which can build personal relationships and foster trust in City government.
Local Media
While local media outlets are increasingly web - based, many people still rely on local newspapers
and the evening news for information about their communities. In general, we do not suggest any
revolutionary way to use local media posting notifications about upcoming events is the most
effective way to utilize these platforms. That being noted, the City should pursue two strategies
when using local media platforms. First, information regarding upcoming planning events should
(2) 2008 -2012 American Community Survey, US Census Bureau
Work Program
25
26
PowerUp 2018 1 Rosemount Participation Plan
INFORMATION PROVISIONS
mirror information disseminated elsewhere to provide a unitary narrative. Second, City staff should
use language that encourages participation, rather than language that simply notifies the public
of the event. In sum, local media is still an important means of providing local information to the
general public, but needs to be used strategically.
Community Partnerships
To tap into the social networks of Rosemount residents, partnering with social service organizations,
faith based organizations, and local businesses is a useful way of disseminating information. Not
only are community organizations critical nodes within social networks, they are also highly trusted
by residents. Thus, City staff should consider using these places, informally, to connect with local
residents and make them aware of upcoming events. Perhaps setting up an information kiosk at
local dinner or faith based organization is all it takes to encourage greater participation.
Non - Traditional media platforms
Social Media
Although social media was initially created for personal networking purposes, it is increasingly
used by businesses, community organizations, and cities to disseminate pertinent information.
For many people, especially younger generations, social media is not only a means of developing
and maintaining personal relationships, but also a virtual space they can use connect with others
around a common interest, for example, an engagement event in their local community'. Thus, we
encourage the City to create a Twitter or Facebook page for the purposes of providing information
to residents and getting input on local issues. For this to be successful, however, the City needs to
develop strategies for managing not only the content that they put up on these sites, but also for
dealing with the content which they receive in return. Once again, though, they should see social
media as an extension of overall engagement strategies and strive to disseminate a common
message.
Online Repository for Civic engagement
An online repository for civic engagement information is, perhaps, the most important information
provision we suggest. Since information dissemination is otherwise fragmented, an online
repository will effectively aggregate this information and serve as an obvious place to get
information regarding any engagement event. Often people hear murmurs about these events and
are interested in participating, but do not know where to find information. A central repository would
solve this problem. However, this does not necessarily mean the City needs to create an entirely new
site Rather it might be as easy as creating a page titled "civic engagement' on their website as they
have done with "parks and recreation,' for example. The City should strive to make this repository
(3) "Percent of Internet Users in Each Age Group Who use Social Networking Sites', Pew Research Center (May, 2013).
Rosemount Participation Plan I PowerUp 2018
accessible, and frame it as the ultimate source of information regarding engagement strategies.
Information for Immigrants /Non - English Speakers
Although Rosemount has a growing concentration of non - English speakers, it does not have the
numbers that would require substantial engagement provisions for these populations. That being
noted, Rosemount, as well as suburbs throughout America in general, are increasingly attractive
destinations for immigrant populations. Subsequently, creating information provisions that
engage these populations is more than just a nice gesture, it is an integral component for future
community engagement and city vitality. The strategies that we have developed to engage foreign
born populations are collaborating with affiliated community organizations, and translating basic
documents, publicized through traditional and nontraditional mediums, that provide overviews of
upcoming events.
For foreign -born populations, social service, community, and faith -based organizations are some
of the few places where they come into contact with the broader community. Unlike native born
populations, immigrants largely develop community and friendships through ethnic social networks
and live in residential niches, isolating them from the rest of society". In turn, there is little incentive
for them to participate in community wide engagement events. Similarly, many immigrants come
from countries with turbulent social and political histories, and may have a distrust for government
in general.
Given these circumstances, cities must take non - traditional approaches to engaging immigrants. We
suggest that Rosemount attempt to engage immigrant populations through affiliated social service,
faith based, and community organizations. Not only do these organization provide a simple way of
connecting with immigrants, they also capitalize on pre- existing trust between immigrants and the
organization. Additionally, we suggest that Rosemount proved translations of basic documents that
give an overview of upcoming participatory processes. In addition to providing these documents on
the online repository, City Staff can also distribute physical versions through affiliated community
organizations. While the City can certainly do more to increase immigrant participation, we believe
these are important first steps to beginning the overall process of immigrant integration.
(4) Per - Anders Edin, Peter Fredriksson, Olaf Aslund, "Ethnic Enclaves and the Economic Success of Immigrants.
Evidence from a Natural Experiment," The Quarterly Journal of Economics Vol. 118, No 1, (Feb., 2003) 329.
Work Program Work Program
27
PowerUp 2018 1 Rosemount Participation Plan
t"!
FOLLOWING UP
Engagement After Plan Implementation
Following an engagement event,City staff should use both traditional and
nontraditional media platforms to provide residents with information
regarding the ongoing project. Specifically, we suggest providing regular
updates about a given project on the online repository; this provision was
largely used to mirror the past success of "friday folders ". Additionally, the
City should consider providing surveys and feedback loops to residents,
perhaps via social media, so they can get ongoing input on various planning
projects. Rather than simply providing updates on the process, engagement
should be focused on garnering the continued input of the community.
Moreover, engagement after a participatory process should continue the
conversations that residents had on critical issues related to the given
project. That is, information notifications and surveys should engage
residents around issues that they saw as important. Not only will this
approach be of greater interest to residents, but it will also allow them to
play a sustained role in the planning process. In general, engagement after
a particular planning process is important because it keeps the community
informed, and highlights the City's dedication to civic engagement,
which will encourage participation in future events. In many ways than,
engagement after the fact is an excellent way to foster and sustain a culture
of civic engagement in Rosemount.
28 Work Program
rnmri i
11�
111 1111
11 1111 111 loss
1111 —
■■■■
December 2nd, 2014
Kim Lindquist
Community Development Department
2875 145th St. W.
Rosemount, MN 55068
Phone: 651 - 322 -2051
Dear Ms. Lindquist,
25FIFTY Consulting is committed to providing our clients with exceptional service by
developing cutting edge planning and participation processes with the reassurance of
demonstrated success in other municipalities. Because each city is unique, 25FIFTY proposals
are designed with individual attention to reflect the community. Our project team consists of
four consultants with years of experience developing planning and participation programs for
many municipalities. We are confident in our ability to help the City of Rosemount connect
with their community in meaningful and productive ways.
25FIFTY Consulting is excited about the potential opportunity to enhance community
involvement and long -term participation in Rosemount, a City that has much to offer its
residents. Building off of the planning and participation processes already established by
various departments in the City, we present this plan to unify, grow and enhance the overall
program. Through the Learn, Participate, Lead! (LPL!) framework, we have developed
programs which will expand the City's capacity to meet the needs of the evolving community.
Enclosed you will find an outline for the general LPL! approach. The programs under this
framework are comprehensive, covering the engagement of a diverse range of residents,
education of residents on the structures, functions, and processes of the City government,
connection and cultivation of citizen leadership, and ways of understanding community issues
and visions for the future.
Sincerely,
David Kratz
Leslie Mclnenly
Matthew Unzeitig
Michael Varien
Contents
CommunitySynthesis ................................................................................................................... ............................... l
History.......................................................................................................................................... ..............................1
CommunityDescription ........................................................................................................... ............................... l
Government.............................................................................................................................. ............................... 3
Community Engagement Initiative ............................................................................................ ..............................4
Goals........................................................................................................................................... ..............................4
KeyIssues .................................................................................................................................... ..............................5
A Framework for Community Participation: Learn, Participate, Lead! ................................. ..............................6
LPL! Objectives .......................................................................................................................... ............................... 6
LPL! Approach ............................................................................................................................ ..............................7
TargetAudiences ................................................................................................................... ..............................7
Brand Marketing and Promotion ........................................................................................ .............................10
MultimodalCommunication .............................................................................................. ..............................1 l
Learn....................................................................................................................................... .............................13
Participate............................................................................................................................. .............................16
Lead! Into 2018 ...................................................................................................................... .............................18
WorkPlan ....................................................................................................................................... .............................18
KeyTasks .................................................................................................................................... .............................19
Component1: Staff Capacity ............................................................................................ .............................19
Component 2: Community Partnerships ........................................................................... .............................19
Component 3: LPL! Communications Strategy ................................................................ .............................19
Component 4: Rosemount Learn, Participate, Lead! Events ........................................ .............................19
Timeline...................................................................................................................................... .............................19
Flow Chart of the LPL! Framework ...................................................................................... .............................20
KeyMeetings ............................................................................................................................. .............................22
StaffCapacity ....................................................................................................................... .............................22
CommunityPartnerships ...................................................................................................... .............................23
RosemountLPL! Events ......................................................................................................... .............................23
InformationProvision ................................................................................................................ .............................28
Conclusion..................................................................................................................................... .............................28
Community Synthesis
The City of Rosemount is a small community on the fringe of the Twin Cities metropolitan area.
Although the City is dominated by industry and has grown substantially since the 1970's, it is still, in
large part, agricultural and undeveloped. Major land uses are residential, agricultural, and heavy
industrial. The City's community engagement program is not very well developed. City staff has
requested development of an engagement initiative in anticipation of further growth in their
community.
History
Rosemount was designated as a township in 1858 and acquired additional land in 1871. In 1942, the
federal government began to build a munitions plant in support of World War II, first acquiring over
100 farms in the town of Rosemount. Gopher Ordnance Works' (GOW) 11,500 acres encompassed
nearly half of the land area in Rosemount. It had a significant effect on the town, causing many of the
existing residents to leave and leading to thousands of new residents coming to work at GOW.
Displaced farmers were forced to sell their land and evacuate in a matter of weeks; some were happy
to sell, but many faced great hardship. Local business owners, realtors, builders, and anybody that still
owned property in Rosemount and the surrounding area, on the other hand, benefited from a wartime
boom economy. New housing, expanded businesses, recreational opportunities, utility construction,
etc., came at a rapid pace. After multiple starts and stops during construction, the ordnance plant
finally opened in early 1945, but only ran until October 1945. The property was then transferred to the
University of Minnesota, named UMore Park, and is currently used for educational and research
purposes. Much of the property is slated to be developed as a sustainable community. Rosemount was
incorporated in 1972 and has been on a steady trajectory of population growth since that time. Even
with the growth, there is still a substantial amount of agriculture within City limits.
Community Description
According to the American Community Survey of the Census Bureau', the Rosemount population, now
nearly 23,000, has increased by about 50% since 2000. Over the same period, the population of its
surrounding county, Dakota County, has increased only 12 %. The median age of the community is
lower than Dakota County or the Minneapolis -Saint Paul metropolitan area, but is increasing at a more
rapid rate. The community is fairly homogenous by race (87.3% white) based on the 2010 U.S. Census;
however, the growing community is experiencing and anticipating greater diversity among residents.
According to the 2008 -2012 American Community Survey, over 2000 Rosemount residents are foreign
U.S. Department of Commerce. 2013. Census Bureau, American Community Survey Office,
Washington, DC.
born; over 10% speak a language other than English (primarily Spanish). Relative to the metropolitan
area, residents in Rosemount are less mobile; residents show lower same - county, same - state, and
international migration rates. In a recent community surveyZ of 400 people, respondents were 88%
white and 16% have lived in Rosemount
for less than three years.
While energy and agricultural industry
dominates much of the landscape and
economy, the majority of employed
residents' occupations are managerial,
professional, or sales - related; fewer
than 20% of residents are employed in
resource - based, production, or
construction occupations 3 The
unemployment rate among Rosemount
residents is slightly higher than that of
the Twin Cities metro area. Roughly half
of the community works outside of the
county and a high percentage of
workers commute by car.
Education, primarily the quality of
public and private schools, is a source of
pride and a recognized asset of the
community. Rosemount is part of
independent school district 196, which
is known as one of the higher quality
school districts in the metro region.
Rosemount has four elementary
schools, a middle school, and high
60%
50%
40%
30%
20%
10%
0%
Percent Change in Population, 2000 -2012*
Minnesota Minnesota Dakota Rosemount U.S.
Metro County, MN city, MN
Languages Spoken in Dakota County, MN
(ACS 2006 - 2010)
■ English
■ Spanish
■African languages
■ Vietnamese
• Russian
• Chinese
■ Arabic
• French
• German
• Mon - Khmer, Cambodian
• Hmong
• Other (25)
Rosemount K -12 Students by Ethnic /Racial Identity
■American Indian
■ Asian /Pacific Islander
• Black
• Hispanic
410 • White
■ 2 or more
2 Rosemount Community Survey- httr): / /www.ci.rosemount.mn.us /index ?nid =591 (accessed 14 October
2014) .
3 U.S. Department of Commerce. 2013. Census Bureau, American Community Survey Office,
Washington, DC.
2 1 P a g e
school. In addition, Dakota County Technical College resides in the City. City government has a strong
connection to the school district and recognizes it as an important partner and resource for developing
their community engagement efforts.
The vision, as described by City Council goals, is to Grow, Live and Manage the City of Rosemount.
Rosemount is a growing, business- and development - friendly community with an eye on ecological and
social sustainability that results in a high quality of life for residents.
Government
Rosemount City Council consists of the mayor and four council members. Current terms for the mayor
and two council members expire December 31, 2014. Rosemount City governance is organized into
eight departments: Administration, Community Development, Finance, Fire, Parks and Recreation,
Police, Public Works and Engineering. All departments have some level of public engagement or
education responsibility ranging from overseeing multi - departmental activities, to community
planning, to addressing public health and safety.
Five City boards and commissions serve to advise the City Council and can provide City staff with more
outside connections to the community. These commissions are the Parks and Recreation Commission,
the Planning Commission, the Port Authority, which is responsible for economic development projects
to "create new job opportunities and increase the tax base," and the Utility Commission. The Youth
Commission is comprised of youth, aged 14 to 18, who are selected to represent youth interests in City
operations. It is notable that the Port Authority and Youth Commission have articulated specific goals
and strategies to implement Council goals. Dakota County also has several initiatives that overlap with
key issues important to the City, including the Communities for a Lifetime and Healthy Dakota
initiatives.
4 City Council Goals - httr):// www. ci. rosemount.mn.us /index.asr)x ?nid =376 (accessed 14 October 2014)
3 1 P a g e
Community Engagement Initiative
The City of Rosemount requires development of a high - profile, proactive community engagement
initiative designed to foster participation by diverse residents5. The initiative must engage members of
an increasingly diverse community, educate residents on City processes and functions, and foster long-
term relationships between residents, community leaders and City staff. Ultimately, this participation
initiative will position the community to collectively update Rosemount's Comprehensive Plan in 2018.
The City of Rosemount seeks innovative engagement tools, methods, and strategies to reach target
audiences; mainly minorities, low income, and youths. The City wishes to reach these audiences in a
more proactive and consistent manner, as departments currently act on their own with limited
informal communication and coordination.
In response to the RFP issued by the City of Rosemount, we have developed a comprehensive strategy
to address Rosemount's needs and accomplish stated goals. The planning and participation process
envisioned in this proposal includes development of standards and methods to create and market
Learn, Participate, Lead.►, an initiative designed for Rosemount.
The initiative includes curriculum for internal staff and citizen education, tools for effective and
mutually beneficial community engagement, reference to useful information generated through the
Resilient Communities Project (RCP), and tools to connect with and cultivate community leaders. The
process provides a flexible plan that can be tailored to address diverse audiences and evolving issues.
Our goal is to help Rosemount connect with their residents and empower the community to help
create a thriving and sustainable city through engagement in the upcoming comprehensive plan
review. Key to this effort will be a focus on engaging traditionally underrepresented communities
through a series of educational activities.
GoaIS6
. Engage a diverse range of residents over an extended period of time through a series of activities.
2. Inform residents about the structures, functions and processes of the local government to enable more
effective participation.
3. Build skills, capacity, and leadership experience of participants for ongoing engagement.
4. Explore and reveal key community issues to begin setting a vision for the community.
5 City of Rosemount, Minnesota. 2014. Community Engagement Initiative - MOCK Request for Proposals.
6 City of Rosemount, Minnesota. 2014. Community Engagement Initiative - MOCK Request for Proposals.
4 1 P a g e
Key Issues
The City of Rosemount has established methods of planning and decision - making which have
historically experienced little or no public involvement. This has not required significant attention as
residents of Rosemount seem generally satisfied. As a result, Rosemount has not experienced great
need to commit resources to develop programs that effectively engage the public. No overarching
public engagement initiatives or coordination exists between City departments at this time. However,
the City of Rosemount is currently experiencing a cultural diversification of its population and City staff
members recognize the need to engage these new populations. Future engagement methods will need
to include new and culturally specific approaches.
In the absence of an engaged public, the City is missing out on opportunities to collectively enhance
Rosemount and create a vision, by the people, for the future. Additionally, by lacking a clear forum for
community participation, residents are missing an opportunity to provide feedback to city staff and
leaders. In such cases, issues of concern to the public may go undetected and unacknowledged by staff
and, ultimately, may only be recognized once an issue has been elevated to a problem or crisis status.
There is a lack of awareness among residents about the role the City plays in planning processes.
Residents don't know the roles that private business, consultants, City departments, and other
government entities play in the development, maintenance, and visioning of their city. Civic skills and
capacity of Rosemount's residents will be particularly important as the City faces development
pressures and opportunities in the coming decades.
tanning and Participation Issues
• Need overarching, proactive
engagement initiative
• Evolving community
• Opportunity to enhance staff
understanding community
needs
• Opportunity to enhance
resident civic skills and
capacity
• Upcoming comprehensive
planning update in 2018
5 1 P a g e
Local -
• Community gathering spaces
• Urban agriculture
• Energy
• Public art
• Infrastructure
A Framework for Community Participation: Learn, Participate,
Lead!
The overarching framework for this proposed planning and participation process is encapsulated in the
Learn, Participate, Lead! (LPL!) brand.
• Learn Rosemount! involves educating the public to garner interest in the planning process and
to cultivate more meaningful interaction by developing knowledgeable citizens. Education for
residents on City structure, processes and planning issues is a key component of Learn
Rosemount.►, as is education of City staff on issues related to increasing diversity, and
encouraging public participation in an evolving community.
• Participate Rosemount! consists of initiatives designed to reach out and encourage
participation from those in the community who are unaware of the planning and participation
process, individuals and groups who have been traditionally underrepresented and
underserved, as well as more involved residents and community leaders.
• Lead Rosemount! programs are designed to strengthen relationships with existing community
leaders and to stimulate the creation of and empower more comprehensive community
leadership. Identification, organization, cultivation and empowerment of citizen leaders is
important for Lead Rosemount!
These three unified initiatives have extensive overlap and the key concepts of all three have a place
in every aspect of the LPL! Framework. The approach has been designed to create familiarity with
all City programs through a recognizable and understandable brand. The three LPL! elements will
quickly and effectively inform the community of the major theme of a particular program.
LPL! Objectives
(1) Establish LPL! as widely recognized terminology among City residents.
(2) Establish a knowledgeable, compassionate, and culturally aware attitude among staff.
(3) Establish a working toolbox of effective methods to communicate with residents and target
audiences.
(4) Enable provision of relevant and useful information to the community.
(5) Maintain non - hierarchical relationships with communities based on mutual respect.
6 1 P a g e
(6) Establish an educated public with an enhanced ability to contribute to decision making.
LPL! Approach
Building blocks for the LPL! initiative include development of an interdepartmental public engagement
team of City staff and a community advisory team to develop, coordinate, and implement the City's
public engagement activities; a broad marketing and communication campaign; and a series of
participatory events. The communication campaign will jumpstart the initiative with a multi- format
strategy to advertise a series of events and foster interest in community discussions. LPL! has been
designed with a goal to position the community to develop the next comprehensive plan as a plan for
the people, by the people.
The Learn, Participate, Lead! initiative is about educating the community about City functions,
processes and planning structures; providing a diverse range of participation opportunities; and
empowering community members to take the lead in planning activities, plan development, and plan
implementation. Main components of the Learn portion will highlight a Community Speaker Series and
a Community Planning Curriculum tailored to the City of Rosemount. Participation will take on a wide
range of activities including traditional public input methods; meetings in a box; discussion dinners;
pop ups, significant places mapping; surveys; and staff availability at local and organizational events.
Results from public input and participation will inform the upcoming comprehensive plan update
through the LEAD! into 2018 transition. LPL! will position community members to begin a visioning
process for the 2018 planning effort. Strategic and neighborhood plans focused on local issues (e.g.,
public art and community spaces) will be discussed and developed in preparation for comprehensive
planning.
Target Audiences
Key audiences for the LPL! initiative typically have low levels of civic engagement. These audiences
include youths, seniors, racial or ethnic minorities, and renters. These groups must all be engaged to
satisfy the foundational objective of educating the community on the structure, function and processes
of the City. Doing so enables more effective participation, which can create a better vision for the City
in its comprehensive plan update. Outreach to all residents is necessary for this objective, but specific
outreach strategies will be needed to reach each target audience. To engage a diverse range of
residents in Rosemount, City staff will need to expand and rely upon working relationships with
community members.
7 1 P a g e
With the significant growth experienced in Rosemount, accurate demographic data are limited. An
initial stakeholder analysis has been conducted based upon communication with City staff, a review of
American Community Survey data, and recent school enrollment in Rosemount. To broaden this
analysis, we recommend engaging existing community contacts (e.g., from organizations that serve
underrepresented groups) to refine the stakeholder analysis. Focus groups with community leaders
and members of underrepresented communities are recommended to refine the proposed LPL!
initiative based on community- identified issues, partners, meeting spaces and communication or
engagement preferences. It is important the City understand barriers, concerns, and needs of
residents in order to develop and implement a mutually beneficial participation process will be key to
LPL! success.
Question examples
"How can the City help improve communication and participation ?"
"Who is missing ?"
"What issues should the City be addressing with residents ?"
"How do you want to be engaged ?"
"How do you want to receive follow up to public participation ?"
This is a very basic yet fundamental stage in the LPL! initiative. Identifying, partnering, and speaking
through community leaders has proven to be an effective strategy many times over. Once the City has
established communication it can then begin to educate, inform, and include the people in the process.
New residents are still integrating themselves within the City, and thus may not have the level of
connection or familiarity with the City that established residents enjoy. From the 2000 U.S. Census to
the 2011 -2013 American Community Survey (ACS), Rosemount citizens who identify as Black or African
American have increased by 150 %, Asian by about 200 %, and Hispanic or Latino by about 200 %. People
who identify as racial and ethnic minorities are moving into Rosemount at a rate much higher than that
of the State. Members of different races /ethnicities are distributed fairly evenly throughout
Rosemount, with a slight increase in minority populations in the northwestern side of the City, north of
150th St. W., particularly among people who identify as Asian. To reach this audience, additional
participatory activities in northwestern Rosemount should be considered. Participatory tools for
communities that are more challenging to reach are described in the "Participate" section below.
Strategies to reach senior citizens and youths are unsurprisingly quite different. Seniors can become
less engaged with their local government due to the digital divide, where an increasing amount of
information is disseminated. It would be worthwhile to visit the Rosemount VFW or local churches to
engage with seniors. An ample amount of young people, conversely, could be reached through the
8 1 P a g e
internet on the City's Facebook page. These are broadly applicable strategies, so we suggest
connecting with the respective organizations of each group, such as DARTS for seniors and the
Rosemount Youth Commission, to learn of other locations where these groups congregate.
Renters are the second and only other group that can be identified geographically. This audience can
be an outreach challenge due to factors such as having lived in the City for a shorter period of time
than homeowners or because a number of renters do not have utility bills in their name. Renters are
concentrated downtown and in the neighborhood that lies in the triangle between Dodd Blvd.,
Shannon Pkwy., and 145th St. W. New resident - specific materials, such as the Rosemount Resident
Guide, could be inserted with LPL! initiative mailings to these racial /ethnic and renter -dense
neighborhoods. Community organizations will also be instrumental in reaching out to these
populations.
A community -led LPL! advisory committee should be established with people representative of the
community, with particular emphasis on including individuals or organizations who reflect target and
underrepresented groups. Resilient Communities Projects (described in the "Learn" section below)
could be used to inform potential committee members and garner interest in LPL! and this committee.
Use of the advisory committee will increase the likelihood that Rosemount's public engagement
remains relevant to the community. The LPL! advisory committee should be composed of well -
respected community residents, who will receive attention from their respective community and also
serve as a well- connected point of contact to their community. The attributes of these committee
members will help implement the LPL! initiative by reaching a broader spectrum of the community and
lending legitimacy for the initiative through their own promotion of the engagement.
9 1 P a g e
-Community as a Whole
• New Residents
• Legacy Residents
-Youth (Elementary Students, Secondary
Students)
-Young Adults (Post- Secondary Students,
Young Professionals)
• Elders
• Families
• Households (diverse cultures, immigrant
communities, multi - generational)
• Racial and Ethnic Minorities
-Socioeconomic Classes
• Renters /Homeowners
• Parks Users
-Arts Community
-Agricultural Community
• Business Community
Brand Marketing and Promotion
•360 Communities
-Community Action Partnerships (CAP)
Agency
• DARTS
• Dakota County
• Dakota County Technical College
• Farmers Market
• ISD -196
• One Rosemount
• Police Department
• Rosemount Area Arts Council (RAAC)
• Rosemount Recreational Center
• University of Minnesota (Humphrey School of
Public Affairs; Resilient Communities Project)
The Learn, Participate, Lead! brand has been designed to communicate
and reinforce the three intersecting elements of public participation. It
FLead has also been designed to be an enduring brand that can be used to
czParticipate promote community engagement in Rosemount through the 2018
comprehensive plan update and beyond.
Initial rollout of the LPL! brand is planned to coincide with a celebration
of the Resilient Communities Project, and associated speaker series, in
May 2015. Introduction of the LPL! initiative is a proactive next step following completion of the RCP
that will 1) build upon and use findings of the year -long research investment, 2) answer the important
question of "What Next ? ", and 3) garner additional attention through a clear connection to the RCP.
The City should develop a strong marketing plan for LPL! and the upcoming comprehensive plan to
garner interest in participation, share participation opportunities and highlight fun events, successes,
and benchmarks. Rosemount could develop a partnership with the Civic Engagement Committee at
Dakota County Technical College (DCTC) and the graphic design and multimedia department to extend
the marketing campaign and promotional material for the LPL! initiative. Over the next two years, the
101 Page
City should be regularly promoting LPL! at events and public spaces throughout the City. The City has a
well - developed online and email presence, newspaper and print outlets, and local television options
that should be used to promote and advertise the LPL! initiative. Word of mouth will play a big part in
promoting the LPL! initiative and related activities through the partnerships and relationships the City
builds in early engagement steps. Marketing activities will be an ongoing process. At each event or
activity, promotion of the next and upcoming events should be made. In the weeks and days before an
event additional promotional efforts should be made to capture last minute decision - makers. The City
should inform participants of the timeline for respective plans and projects and when they can expect
to see the results of their input, as well as how to receive the results.
Multimodal Communication
The LPL! initiative relies on multi - modal, one -way and two -way communication to foster community
relationships. Information will be posted before and after participation activities online, in the
newspaper, via email update, and by presentations and brochures for larger participation activities.
Some groups may want a simple memo update and others may want to meet in person. Updates and
recaps should also be done at each participation meeting and events.
City staff should inform target audiences based on their preferences. It is important to provide timely
feedback after events. A good way to show the public their input is being heard is to implement small
projects and activities that the public has expressed an interest in as soon as possible. People like to
see that work is being done, even if incremental. Always provide a means for participants to respond
and provide feedback such as written comments, online and email, and in person. Information can be
delivered via email, mail, public postings, online, newspaper, radio and television.
Content
Current and future issues facing Rosemount, along with the need to advertise public services and
events, will determine the majority of the LPL! communication content. First and foremost, people
need to know where to find information and who to ask if they have questions. The answers to
common inquiries should be used as a resource for repeat questions, and could be disseminated to the
larger population.
Distribution of, and discussion about, RCP outcomes is an essential communication priority; will
provide a wealth of content for LPQ and will serve as a basis of information for the upcoming
11 1 P a g e
comprehensive plan. Content will also contribute to education of interested citizens through a City of
Rosemount LPL! Community Academy to promote further leadership development.
Finally, the City needs to advertise the various events and services. This is important for successful
turnout of events and for reaching those in need of services. The City should also advertise their
presence at local and organizational events to show mutual support for resident interests.
Communities of Interest and Communities of Place
Communication of content in a manner that is relevant and meaningful to general and targeted
audiences is crucial. For example, public participation may be more successful if content and
participatory opportunities are framed within a local scale (e.g., neighborhood issues) and small area
plans because they are often more readily tangible. Residents are better able to provide input because
they have a higher level of "local knowledge" and understanding of their neighborhoods. It can be
more difficult to grasp comprehensive planning's scope and scale than, for example, a park plan.
Communication Methods
Communication for public engagement requires a diversity of techniques and comprehensive
strategies. Every communication technique has tradeoffs; LPL! will utilize a series of integrated and
diverse techniques to communicate effectively to a diverse audience. Communication plans are
iterative and are more successful if the audience is included in the design and refinement of the public
engagement process. The community advisory committee could be utilized to confirm and evaluate
communication strategies (e.g. through user surveys).
Rosemount distributes information to its residents through an extensive email list; a monthly column
in the Rosemount Town Pages newspaper; new resident and parks brochures, a well- maintained
website; and a tri- annual newsletter, which is Rosemount resident's largest source of information.
These traditional techniques, which have an existing audience from years of exposure, are effective
and are focused on providing information but may not be reaching new, diverse audiences. These
techniques are excellent avenues for marketing the LPL! initiative and providing regular updates to
planning activities, engagement opportunities and the upcoming comprehensive plan.
The City needs to increase and enhance its presence on social media, such as Facebook, as a sizable
portion (37 %) of the community uses the site. The page can function both as an information portal and
as a forum for public comments, questions, and idea generation. As an alternative, a portion of the
12 1 P a g e
Rosemount website could be developed as an online LPL! portal. Two -way communication will increase
the spectrum of engagement from informing to consulting (e.g., through posting question -of- the -week
requests). It provides a communication line to individuals with online access that may not respond to
traditional methods. The City should consider partnering with the Dakota County Technical College
multimedia and graphic design department to help develop the City's online presence.
The most important aspect of a communication plan is in- person communication and relationship -
building. It is crucial that the City meets with target groups through coffee klatches, participation in
events hosted by community organizations, and reaching target audiences by visiting their events and
locations for socialization. Opportunities to utilize partner communication strategies and networks,
such as advertising through organizational email lists or newsletters should also be considered. The
City needs to talk to known organizations, e.g., 360 Communities, Darts, and RAAC to strengthen
communication lines, get help identifying and contacting target groups, and learn preferred methods
for reaching target groups..
Once a relationship has been established, techniques like Meetings -In -A -Box and the LPL! speaker
series can be implemented more effectively. Personal relationships are key to sustaining long term
engagement. Without these relationships, the City may have a difficult time reaching
underrepresented groups and sustaining long -term engagement. Strong relationships are the most
important piece for capacity building.
Information Delivery
LPL! will make a point of asking participants how they want to receive communication regarding
upcoming projects, events, and planning activities; how they want to participate; how they prefer to
provide comments and feedback; and how they expect to receive information about projects in which
they have participated. Some will want simple email updates or online updates, others may want
brochures, and some may want presentations updating them on how their participation and input was
used. It is important to follow up with participants in a timely manner and in the fashion they prefer.
The key is to identify and follow through with the communication preferences of participants.
Learn
LPL! is designed with components to educate both staff and residents. First, City staff will benefit from
RCP findings and learn more about residents and resident needs, how to engage diverse members of
13 1 P a g e
the community, and resources to enhance participation through a brown -bag lunch series. Second, the
public will about civic participation in a manner that is interesting, useful, and fun through the RCP
speaker series and information and curriculum designed to reach various audiences through different
levels of engagement.
Resilient Communities Project (RCP) Speaker Series
The Resilient Communities Project (RCP), an initiative of the Sustainability Faculty Network at the
University of Minnesota, provides sustainability expertise to one community each year through
collaboration between students, faculty, and the partner community. The City of Rosemount was
selected as the RCP community for 2014 -2015 and is currently benefiting from work on nearly 40
community -based projects touching on topics related to housing; communications and public
engagement; parks, open space and recreation; energy and green technology; water management;
transportation and land use; and economic development'. These projects are anticipated to provide a
wealth of information on Rosemount that will be valuable to City staff as well as the community and
can serve as a foundation for discussions to inform the 2018 Comprehensive Plan update. LPL! will rely
on this in -depth exploration into community issues by incorporating findings into staff and community
training as well as to kick off the community engagement initiative through a widely advertised speaker
and dinner series to begin community discussions.
Staff Training
LPL! asks City staff and leaders to enhance their own engagement skills through understanding current
trends and issues identified by RCP, dedicating resources for public participation, and forming an
internal staff team with the responsibility of coordinating public participation and engagement efforts.
Team formation should involve training for staff at the outset to learn how to establish regular
communication channels between departments and with the general public as well, and also how to
engage minority and underrepresented groups throughout the community. Dedication of resources,
including funding, time, and staff, to public engagement is a critical City need. Internal education will
come from many different sources such as: RCP proposals; development of LPL! training sessions,
projects, and event materials; individual research; and lastly from additional consultation and trainings.
7 Resilient Communities Project website: httr): / /rcr).umn.edu/ home / communities /2014- 2015- r)roiects/
(accessed 1 December 2014)
141 Page
LPL! Academy
A significant LPL! education component will be a form of Citizen Academy in which a series of courses
and trainings will be created to teach civic engagement and community planning as it relates to the
City of Rosemount. The City should work with the Humphrey School of Public Affairs, Dakota County
Technical College, government agencies and local partners to develop a location- specific community
and regional planning curriculum for its residents. The curriculum should include topics identified by
resident's interests. Potential topics could include public planning processes, public participation, land
use planning, neighborhood planning, urban design, economic development, land use law,
environmental planning, transportation planning, and natural resource planning in addition to topics of
particular local interest (e.g., public art or community spaces). Curriculum should be adapted to the
history and patterns of development that lead to the current City of Rosemount and surrounding
areas. Consider having instructors from respective organizations and agencies teach their expertise of
topics. The key here is to create a curriculum that is appropriate for residents to learn through a series
of courses and trainings that build upon topics and current planning activities, such as neighborhood
plans and local issues.
To implement this, a series of community education core courses could be created and continued from
year to year. A simple residents' guide to planning process could be used to initiate the course
curriculum development and provide a useful resource to handout at events and send to new
residents.
Course material should include a digital version that could be printed as needed and should be adapted
for non - English speaking (or English -as -a- second - language) residents. Courses can also be digitally
recorded and offered online and on public television. One option would be to create a massive online
open course available to residents. Lectures can then be watched at users convenience and short
quizzes used to gauge understanding and record participation. Residents could be awarded points for
completing courses. Points could be awarded individually or as neighborhoods to create a competitive
challenge to become citizen planners. Awards, such as gift certificates to local restaurants, could be
given for achieving certain point benchmarks, such as completing a number of courses.
A curriculum should also be made for school -aged kids as well to foster participation and interest in
LPL! at an early age. Partnership between the school district a City would have multiple benefits by
informing and engaging students while meeting education requirements through an applied project.
15 1 P a g e
Participate
LPL! participatory events have been designed to develop
a foundation of public engagement in advance of the Example Gathering Spaces
2018 comprehensive planning process. Traditional public
participation events often rely on the public coming to 'Central Park and other City parks
•Community Events
the planners and events and expecting the public to be •Communuty Gardens
engaged, show up and participate. The assumption was • Farmers' Market
made that Planning is inherently interesting and civic • Neighborhoods
engagement is a not only a right but an activity in which • Public Schools
-Robert Trail Library
people would want to participate and that planners • Rosemount Family Resource Center
should accommodate. Our approach suggests designing • Rosemount Community Center
participation efforts that can be integrated with -Steeple Center
community activities and events, such as the farmers' ' UMore Park
market, 360 Communities, RAAC, and annual events. LPL! asks the planners to go to where the people
are, instead of expecting people to come to the planners. The City needs to show an interest in its
citizens and establish solid relationships, only then will citizens be receptive to further proactive public
participation and planning activities.
The LPL! participation process asks the City to actively attend local events, meetings, and activities that
residents and local organizations are hosting. Attending these events, talking with and listening to the
people, is crucial to building strong relationships with residents. Build in downtime for people to reflect
on planning activities and for staff to synthesize and integrate public input. Re- establish public interest
by presenting the results of the last engagement activity and introducing the next step. A mixture of
social and planning events will help ensure long -term participation and interest.
Citywide neighborhood mapping and significant places project
Another approach to garnering interests in planning and LPL! is to conduct a citywide neighborhood
mapping and significant places project. Consider asking residents to outline the boundaries of what
they consider to be their neighborhoods. Ask residents to identify significant features and locations on
a map and ask about aspects they like and do not like. This information can be compiled to help
identify distinct neighborhoods and begin the process of creating neighborhood plans. Let
neighborhoods create visions, goals, and name their neighborhoods to instill ownership and
commitment to the planning initiative. These plans can then be used throughout planning courses and
trainings. Mapping activities can be done at workshops, in courses, at events and through
16 1 P a g e
neighborhood -led meetings (e.g., Meetings -in -a -Box). Mapping can be done on paper or an online
mapping survey could be created through ArcGIS Online, Google Earth, or Wiki -map. This mapping
activity could be used for identifying priority public spaces, locations for public art, identifying
infrastructure needs, connectivity surveys, locating community gardens, pedestrian and bike feasibility
studies and way finding projects. Early mapping activities can be used to initiate neighborhood plans
and connect with neighborhood leaders for ongoing engagement. Neighborhood -scale mapping and
plan development is an excellent way to get proactive interest and participation while completing
planning activities.
LPL! in Your Neighborhood
The City needs to be present at community events, not just Leprechaun Days but also at school events,
park events, farmers market, recreation center events and activities, 360 communities events, RAAC
events and any location that target audiences are attending. The City can bring trainings, information,
mock planning, strategic plans, and mapping activities to community events, local organization events
and meetings to reach a broader audience and bring the planning to the people. It is important the City
maintain active presence at non -city lead events to promote LPL! and provided opportunities for
engagement. More importantly the City needs to show it is participating in the activities of the people.
LPL! in Your Neighborhood should be designed to build off of community discussions generated during
the RCP Speaker Series and previously identified local issues. For example, in our work plan we have
suggested a "Developing a Community Vision" event that uses a partnership between RAAC artists and
community members to develop artwork for City Hall that reflects the vision different community
members have for the future or Rosemount as well as a photo contest for the community to identify
important spaces.
When possible, the City should provide entertainment and fun activities, such as games, food, and
music, in addition to a planning agenda at public engagement events. This can also be accomplished
through partnering with events such as the Bluegrass Festival. Opportunities for residents and City
staff to socialize without a strong planning agenda are also important.
Meetings in a Box
To engage hard to reach or underrepresented groups, meetings -in -a -box should be created to parallel
LPL! other participatory activities. Contacts established in initial engagement activities should be
encouraged to host meetings -in -a -box gatherings to further include target groups. Opportunities
17 1 P a g e
include the creation of academy courses for small group settings, mapping activities, or structured
topical discussions to be led by residents. Meetings -in -a -box can also be used to conduct surveys or
questionnaires as well as to inform the public about planning activities. Meetings in a box are an
excellent way to reach minority groups and build stronger relationships with hard to reach groups.
Lead! Into 2018
LPL! has been designed to increase community planning capacity, engage new and diverse residents,
and develop long -term relationships with an eye to the future. Rosemount is changing. Through LPL.►,
our aim is to build off of learning opportunities, community participation and leadership development
in preparation for the 2018 Comprehensive Plan Update. Participatory events will be designed to solicit
discussion and input on the key issues of community gathering spaces, urban agriculture, energy, and
public art. This information can organized as informal, topical strategic plans or compiled into more
local neighborhood plans. As mentioned, these plans would provide excellent opportunities to teach
planning throughout LPL! courses and trainings, create opportunities for participation and
engagement, create opportunities for comment, feedback, and input about planning projects, and help
the City develop community -based information that can feed into the comprehensive planning
process. The possibility to build community capacity while completing meaningful planning activities is
invaluable.
Work Plan
Four key components serve as the foundation for the LPL! initiative. While a suite of tools in support
of each component has been identified, the proposal has been designed to allow flexibility in
prioritization and implementation of LPL!
Two components, enhanced staff capacity and community partnerships, will set the stage for
community ownership of a broad, well- communicated public engagement initiative. These
components will build off of the RCP outcomes and current community assets.
18 1 P a g e
Key Tasks
Component 1: Staff Capacity
Training focused on enhancing staff capacities related to community diversity and resident
engagement will leverage understanding from RCP study, expand proposed stakeholder list through
community expert analysis, and refine the participation proposal with input from key community
leaders.
Component 2: Community Partnerships
Community partnerships for public engagement will be strengthened through component 1 and,
specifically, focus groups or panel discussions designed to enhance staff understanding of community
participatory needs and preferences. Establishment of an LPL! Advisory Committee is recommended
to engage and leverage expertise of current community leaders and to shift the LPL! initiative from a
proposal to a community- designed effort. An LPL! 8 -to -80 program is suggested to benefit from
Rosemount's strong youth and elder communities.
Component 3: LPL! Communications Strategy
A multi -modal communications strategy is recommended to inform and initiate dialogue with
Rosemount residents. The strategy includes development of a community LPL! curriculum and
academy, marketing the LPL! initiative, and creating tools to recruit and retain participants. An
example summary communications strategy is provided in the Appendix.
Component 4: Rosemount Learn, Participate, Lead! Events
A number of events have been designed to build community planning and participation capacity in
advance of the 2018 Comprehensive Planning Process. Goal- oriented LPL! events and activities will
include an RCP celebration and speaker series; development of a residents' academy; neighborhood
events; and LEAD! into 2018, a transition into the City's comprehensive planning process.
Timeline
25FIFTY wants to ground the LPL! initiative by conducting a City staff meeting after this document has
been reviewed internally. Staff should have the opportunity to thoroughly review this proposal and
associated RCP documents. A follow -up meeting will provide time to ask questions or provide
suggested improvements for this proposal. Staff training on outreach methods will ensue as early as
February, and should have taken place by May. The work of branding the engagement process will
begin in February and be completed by May, ready to be used in the summer public outreach series. In
19 1 P a g e
spring, focus groups and City leadership (Council /boards /commissions) will be consulted to identify
member for the Community Advisory Committee, which will be essential to guiding City outreach
efforts. In May and June, the City will heavily promote the upcoming series of engagement events,
which is followed by the two -way, interactive, activities from June through September.
Flow Chart of the LPL! Framework
20 1 Page
The LPL!
Foundation
LPL!
Participation
Initiative
Rosemount Community Participation - Proposed Timeline
Stall iPCf lramin�
&and De k*fflcnl
One •wav COmmuruulion
Focus firoups
CO rAVrKd and Curunlis mt
C f]Ci[ Crv4t FnrAte t Co -,tt,
C� Carvnunrtf ndosory Comm,lire `.
Rev4en! Canmunrlln ProJM:
.
S peaker
DCrC C W tw ne P arlNlpatrtn
PtosemouM le. Nth Class Partrc,pato
llLl
f &wnOun! Coffer break
rtaJl[ blueyass
RMC LPL! Ar! Cpllabpratlrc
Farmen' Market
Cdnwnun4y Spaces • Mapping
Leprcthaun Oayl
,
WYM m Ow Pars
.
Kkmted Woods Trad M M
ti"I
9
�a Merim6s- m•a•Bax
ftlelghbprhppd Plans
lll! Wllon�ng
Key Meetings
Key meetings will reflect the 4 key components of the LPL! initiative and include a staff kickoff event
and brown -bag engagement series, a community leaders Participation Focus Group, the RCP Speaker
Series, the LPL! Academy, LPL! in Your Neighborhood, and a visioning kick -off to LEAD! into 2018
comprehensive planning.
Staff Capacity
Learn, Participate, Lead! staff kickoff and brown -bag series on community engagement:
An investment in staff capacity in community diversity and engagement will benefit from RCP projects
that can inform staff about community trends, resident desires, and engagement needs. The LPL! staff
component will utilize a brown bag series to highlight RCP information particularly valuable for City
staff and other leaders. An interdepartmental public engagement committee will be established to
share engagement expertise and to develop, coordinate, and implement the City's public engagement
activities.
Who — All City Staff. Required for heads of each Department and all City Planning staff
Where — City offices
When — Weekly: January 2015 -July 2015
Kickoff: January 2015
• Serving a Changing Community: Rosemount
Demographics and Future Projections
• Stakeholder Analysis — Review of 25FIFTY
analysis; identification of additional key
community leaders to contact — invite for focus
groups in May
LPL! Academy and Education Materials: February -
May 2015
• City staff reviews new resident guide for
application to LPL! Citizen's Academy and other
community planning outreach materials (e.g.
LPL! in the Classroom).
Brown -bag Series: June - July 2015
June
July
• Cultural Integration: New Immigrant Groups in
Rosemount —Gaps in Services and Programs
(Maurer)
• Communication Methods for Underserved and
Hard -to -reach Populations
• Connecting Volunteers and Organizations (Cox
and Foster)
• Supporting Neighborhood Cohesion (Cox)
• Homeowner Associations: Collaboration and
Partnership for Public Benefits (Watson)
• Opportunities to Enhance Leprechaun Days
(Schuster)
• Strategies to Publicize Community Amenities
and Engage Residents in Future Capital Planning
(Schuster)
Community Partnerships
Learn, Participate, Lead! community outreach and engagement
Community Partnerships: February - March 2015
Focus groups with community leaders to
identify
community
participation
needs, refine SWOT
stakeholder
list, and
STRENGTHS
explore
community
strengths,
weaknesses,
opportunities
and threats.
The SWOT
analysis will
OPPORTUNITIES
begin with
a review of
previous
engagement
efforts and
community
partnerships.
Analysis
-WEAKNESSES
Community Advisory Committee:
May 2015
Establish Community Advisory
THREATS Committee based on initial focus
group participants and additional
LAcommunity leaders. This group
should meet bi- monthly to
support LPL! implementation and
refinement. Key outcomes from the initial
meeting will include commitments from youth
commission, RAAC, DCTC and ISD -196 on
proposed LPL Educational Series and
Neighborhood Events.
Who - City Council, City Commissions, Civic
Organizations, Chamber of Commerce, DCTC
Civic Engagement Committee
Where - City Hall and meeting locations of
respective partners.
Rosemount LPL! Events
LPL! Educational Series
RCP Speaker Series (Sponsored by LPL! Initiative)
Kickoff Celebration: May 2015
Outcomes of the Resilient Communities Project
will provide a wealth of information for the
community to use as a foundation of the
comprehensive planning process. A kickoff to
celebrate the 2014 -2015 RCP will include an
overview of the project, a community
introduction to the Learn, Participate, Lead!
initiative (announce academy and
partnerships), an invited speaker (History of
Rosemount ?), and a poster session to advertise
projects and upcoming speaker series.
Dinner Discussions: June 2015 - December 2015
RCP dinner discussions will be organized
around five themes identified by the City of
Rosemount: Creating Public Spaces, Urban
Agriculture, Public Art, Energy, and
Infrastructure. To the extent possible, they
should be placed based in community spaces
throughout Rosemount (e.g., Central Park,
Community Center, Community Gardens) and
presented concurrent to LPL! in My
Neighborhood events. Dinner discussions will
be facilitated and recorded to identify
community priorities, additional topics for
consideration and potential questions for
online and physical meetings -in -a -box. Citizen
interest will be gauged from the presentation
of RCP materials to tailor further outreach and
engagement efforts based on initial
attendance.
Series 1: Creating Public Spaces
Community Gathering Spaces
Recreational Programming (Kids in Nature)
Recreation Needs and Opportunities (Underserved
Populations)
LPL! in the Classroom
DCTC Civic Engagement: Fall 2015 - Fall 2016
Partnership with the Dakota County Technical
College will support goals of the DCTC Civic
Engagement Committee and connect student
work with applied community needs. The
Design and Technology Department at Dakota
County Technical College presents a significant
opportunity to use students within the
Oak Savannah and riverfront restoration
Public multi - jurisdictional athletic fields
Series 2: Urban Agriculture
Urban Agriculture
Community Gardens
Series 3: Public Art
Public Art in the Downtown District
Series 4: Energy and Green Technology
Alternative Sources of Energy
Greenhouse Gas Emissions
Efficient Lighting, Climate Adaptation
Water (Storm Water Management, Water Reuse and
Conservation)
Green Energy Impacts on Urban Development
Series 5: Infrastructure
Housing: Barriers and Opportunities for
multigenerational Housing, Single- family housing,
student housing
Transportation (Non- motorized, travel -shed analysis)
Benefits and Impacts of Constructing Alleys
Economic Development (Business Clusters, Eco -Green
Business Park, Website)
community to develop communication
curriculum materials based on the materials
from the RCP. The LPL! initiative will work to
coordinate development of an online
community engagement portal during the fall
of 2015, recording of the first LPL! Citizen's
Academy courses during the spring of 2016,
24 1 Page
involvement of DCTC students in the 2016 LPL!
photo competition, and development of an
online Citizen's Academy during the fall of
2016.
Rosemount Middle School: Fall 2015 - Fall 2016
Partnership with Rosemount Middle School will
include presentation of LPL! Academy topics to
students, introduce students to Rosemount
Youth Commission opportunities and events,
and conclude with a group projects in support
of one of the five City of Rosemount planning
themes: Creating Public Spaces, Urban
Agriculture, Public Art, Energy, and
Infrastructure. Participation in the LPL!
community spaces photo competition will also
be promoted.
LPL! Community Academy
The LPL! Citizens Academy will be designed to introduce residents the planning process as well as City
governance and assets. This program will give residents the knowledge, tools and resources to be
active, educated and highly effective participants in the community planning process. Opportunities to
connect participants with City Commissions will be identified. To incentivize participation, the City
could create a local accreditation or award for residents to become citizen planners. Residents
completing the LPL! Citizen's Academy will be recognized by the City Council; one community leader
will be recognized annually with a leadership award.
LPL! In Your Neighborhood
Engaging citizens face -to -face is the best way to create dialogue between citizens and Rosemount staff.
Consistent dialogue opens easy, comfortable lines of communication between staff and citizen,
allowing the City to better address resident's needs, and allows the two parties to handle conflict
better if it does arise.
Rosemount will create a series of education and engagement events for the public around the topics of
1) Community Gathering Spaces, 2) Urban Agriculture, 3) Energy, 4) Public Art and 5) Infrastructure.
These meetings will take place with varied structures (e.g., charrette), audiences, dates, times and
locations in order to capture the most attendance. Residents will ideally learn general information of
each topic, and then each topic will be presented on how it specifically relates to Rosemount. Next,
residents will give their perspective on how they believe Rosemount relates to the topic. A
25 1 Page
basic SWOT (strengths, weaknesses, opportunities, and threats) analysis is a useful tool to start a
comprehensive conversation in all these topics.
Who - Community members, targeted audience by topic
Where - Leprechaun Days, County Fair, School Events, Park Events, Rec Center, 360 Community Events,
RAAC events - Bluegrass Festival; Art Collaborative and Photo Contest, Neighborhood Block Parties,
Rosemount Coffee Break, Farmers' Market, Movie in the Park, Haunted Woods Trail, Police Night to
Unite, Community Gardens, Community Center
Community Perspectives - Developing a
Community Vision
Art installation through RAAC artist partnership
with community /underrepresented groups to
make artwork for City Hall. A LPL! Significant
Spaces photo contest will be used to engage
and reflect the interests of various residents.
Additional opportunities to invite the public to
suggest ways to redesign City hall meeting
spaces to be more friendly to the public could
also be considered.
Significant places mapping: valued spaces and
assets (Community Gathering Spaces)
Mapping project to identify important
locations, spaces, features of the community
combine with a photo contest.
Out -of- the -box Planning
Mock planning workshops for creative planning
scenarios (e.g., such as building our City,
zombie planning for Halloween, envisioning a
no -car city, or "what if nobody in Rosemount
had to work and the City was all about having
fun ?"
Online Surveys and Dialogue
Questions based around Urban Agriculture,
Creating Public Spaces, Energy, Public Art,
Infrastructure
Public Art
The Rosemount Area Arts Council (RAAC) would
be a great host for public art issues. The RAAC
is a volunteer -run, financially independent
organization founded in 2007 to "spearhead
action and programmingi8 in Rosemount. As of
August 2013, the RAAC has put on 33 events,
30 of which were free, and spent $18,500 in
Rosemount. The RAAC provides classes, grants,
and community events. The Council has a
relatively low amount of programming
scheduled, thus it could benefit the Council by
giving it a large platform to have itself heard,
and the community could benefit by becoming
involved with the RAAC and partnering with an
established local arts organization.
8 httr): / /www.rosemountaac.ora /about- us.html
(accessed 1 December 2014)
261 Page
Urban Agriculture
Partnering with the University of Minnesota's
Rosemount Research and Outreach Center at
Wore Park is an obvious choice. Wore Park
has collaborated to create the Discovery
Gardens, a "regional destination where visitors
are engaged in horticulture education that
fosters a'Come - Discover - Adopt,' 9 an
approach coincidentally similar to LPL!.
Discovery Gardens will open in summer of
2015, providing an exciting and beautiful field
trip for participants. A wrap -up meeting could
later be held to document any inspiration the
trip inspires. Meeting(s) could also be
segmented or separated to focus on urban
agriculture and rural agriculture
Energy
Energy, in many forms, is of high importance to
Rosemount. Alternative and renewable energy
research and installation, such as wind and
solar power, and LED lighting, is encouraged by
the City 10 . Energy efficiency and water
conservation are important as well. The local
issues of Energy, Infrastructure and Urban
Agriculture are all interrelated; these events
should be held in close succession to each
other to while new information is fresh in the
mind of residents and staff.
9
httr): / /rroc.cfans .umn.edu /r)rod /arour)s /cfans/
@r)ub/ @cfans / @rroc /documents /asset /cfans a
sset 478842.r)df (accessed 1 December 2014)
10
httr): / /ci.rosemount .mn.us /DocumentCenter /Vi
ew 597 (accessed 1 December 2014)
Infrastructure
Infrastructure may be the largest local issue. In
a residential questionnaire conducted in April
2014, 24% of Rosemount residents stated "too
much growth" is the second highest "serious
issue facing Rosemount today," barely behind
"nothing," at 25 %. Residents are clearly
apprehensive about the current pace of
development in the City. The rate of growth
and its effects needs to be the central topic of
conversation in events concerning
infrastructure. Infrastructure is what physically
shapes cities; a conversation on how residents
want their city to grow could not be more
pertinent to Rosemount's upcoming
Comprehensive Plan update.
27 1 Page
Visioning kick -off to LEAD! into 2018 comprehensive planning
This campaign will begin with a series of visioning events to make the next comprehensive plan a plan
for the people, by the people. Specific details for the visioning sessions will be fleshed out as the LPL!
initiative progresses. Visioning sessions can feed into more in -depth discussions via meetings -in -a -box
to begin to inform strategic and neighborhood plans.
Information Provision
To organize the myriad of proposed meetings, the City needs to create an online LPL! presence in the
form of a Facebook page and a website or portal that will serve as an information source to residents
and the City. Residents can use the site to discover and attend meetings, and review and comment on
event or meeting products. The City can gather information by making a highly visible survey on
whichever topics it desires, such as the Local Issues on page 10 of this document. This website /portal
can serve as an essential tool to maintain participation once the initial waves of marketing have
dissipated and events have begun generating products. Displaying the products of meetings, i.e.
surveys, goals, and designs through not only the website, but existing traditional sources (i.e. T.V.,
newspaper, newsletter) as well, is important because it will show that resident's input is being
processed and broadcasted.
Conclusion
The LPL! framework, and associated programming, that we propose encompasses a comprehensive,
inclusive, forward thinking structure which will serve the City of Rosemount and its residents well.
Through branding, the people of Rosemount will be able to recognize and understand that they can be
involved in City processes. As residents become aware of the roles of the City, they will have
opportunities to learn about and interact with its structures. This heightened level of awareness and
involvement by residents will set the stage for a comprehensive planning process with high levels of
community participation and leadership. Many other municipalities have shown direct correlation
between levels of involvement and successful outcomes in the city planning process. Through LPL! the
City of Rosemount will have developed the communication channels with residents to a level that will
not only benefit the 2018 Rosemount Comprehensive Plan update but will also carry the community
into the future with the capacity and relationships to address future issues and planning needs. Let's
help Rosemount build its future, together.
Appendix: Example Summary LPL! Communications Strategy
29 1 Page
Spectrum of
Activity
Responsible Party
Frequency
Audience
Communication
Participation
Mailings, Television, Online,
inform, consult,
Learn, Participate,
Brochures, Word of Mouth,
City, partners
Ongoing
All
involve, collaborate,
Lead! Initiative
News paper, Community
Education Catalogue, email
empower
Resilient Communities
Early to rally
Community as a
Flyers, Online, Newspaper,
inform, consult,
Projects
City, Partners
interest
Whole
email
involve, collaborate
Immediately,
Word of mouth, email, phone
Audience Identification
City
update as
Target audience
inform, consult
calls
needed
Mailings, Online, Brochures,
inform, consult,
Word of Mouth, News paper,
LPL! Academy
City, partners
Ongoing
All
involve, collaborate,
Community Education
Catalogue, Flyers, email
empower
Word of mouth, mailings,
inform, consult,
Strategic Planning
City
Ongoing
Target audience
flyers, online, email
involve, collaborate,
empower
City, Community
Word of mouth, brochure,
inform, consult,
Meeting -in -a -Box
Leaders
As needed
Target audience
email
involve, empower
Significant Places
City
As needed
All
Mailings, Online, Flyers
inform, consult, involve
Mapping
Summer and
LPL! In My
early fall, 2
Televisons, Online,
City
All
Newspaper, Flyers, Word of
inform, consult, involve
Neighborhood
minimum
mouth, email
mtgs /issue
Televisons, Online,
2 -4 times a year
Social Events
City, Partners
All
Newspaper, Flyers, Word of
inform
or as needed
mouth, email
Surveys and
Mailings, Emails, Online,
City
As needed
All
inform, consult
Questionnaires
Flyers, Phone,
29 1 Page
a planning and participation strategy
SIH Consulting
Stephanie Hatten
Drew Ingvalson
Laurelyn Sandkamp
SIH Consulting I Minneapolis, MN I St. Paul, MN
December 2, 2014
Kim Lindquist
Office of Community Development
Rosemount City Hall
2875 145th Street West
Rosemount, MN 55068
Ms. Lindquist:
Rosemount is a dynamic and vibrant community with a very distinctive culture within the greater Twin Cities
Area. Specifically, Rosemount's combination of rural and agricultural living, alongside the benefits of a
suburban community, make it an desirable community to live and work. It is vital that Rosemount maintains its
cherished community identity, while also embracing the cultures and traditions of new residents.
Now that the 2018 Comprehensive Plan update is approaching, it is especially vital that the City of Rosemount
focuses on reaching out to traditionally underrepresented groups. One promising way for the City to gain
greater understanding of its longstanding and new residents is through a series of exciting and engaging
themed participation events.
SIH Consulting believes that these goals can be met largely through organizing participation events around
already well- attended community celebrations and high - traffic areas. In the pages that follow, we describe
specific engagement strategies that Rosemount can draw upon to make participation both easy and exciting.
The following document further describes a framework for ways in which Rosemount can communicate,
engage and collaborate with the various community groups within the City to help guide the upcoming
Comprehensive Plan update. We call our proposed engagement strategy My Rosemount 2040.
We greatly appreciate your consideration of our firm on this project and look forward to working with the
City of Rosemount.
Sincerely,
SIH Consulting
Laurelyn Sandkamp, Drew Ingvalson, Stephanie Hatten
Introduction 7
Demographics 2
SI H Philosophy 3
Key Issues 4
Key Stakeholders 5
Stakeholder Map 6
Underrepresented Residents 7
My Rosemount 2040 9
Overarching Strategies 7 7
Participation Toolbox 72
Work Plan 79
Seasonal Events 20
Continued Engagement 25
References 27
Rosemount, Minnesota is a suburban community located
twenty miles south of the downtowns of Minneapolis
and Saint Paul. Less than half of city land is currently
developed, and a large portion is used for agriculture.
Rosemount's population is projected to grow significantly
in coming years, consistent with the whole of Dakota
County and the Twin Cities metropolitan area. New
residents are arriving, including immigrant and minority
populations.
Longtime residents of Rosemount take pride in their
Irish history and agricultural roots, and seek to maintain
the distinct character of the city while proactively
responding to growth and change.
k
The City of Rosemount is located in Dakota County,
Minnesota.
1
i
IP
With areas of glacial deposits and flat, open land, the
City of Rosemount has historically been considered an
agricultural town. The first settlers in 1853 were Irish
immigrants looking for a claim to stake in the earth.
Many other ethnic groups soon followed. The city was
founded in 1858, the same year that Minnesota became
a state.
Rosemount maintains a very strong Irish tradition,
as evidenced by the Irish mascot of Rosemount High
School and the shamrock featured on the City's logo.
Leprechaun Days, Rosemount's largest community event,
is a citywide celebration honoring the city's Irish heritage.
The sense of rural community established more than
150 years ago has stayed with the City of Rosemount
to the present. Residents are proud of the small -town
feel of the city and desire to embrace this character as
the community continues to grow and urbanize.
Rosemount can be described as a
"family suburb." According to 2010 U.S.
Census data, Rosemount's population is
approximately 21,874.
Compared to the rest of Dakota County
and the state of Minnesota, Rosemount has
a population that is younger, more likely
to have children, more likely to own a
home, and more affluent. County and state
comparison data is available in Table 1.
Rosemount has experienced an incremental
increase in non -white residents in recent
years. From 2000 to 2010 the percentage
of Rosemount residents identifying as
White (non- Hispanic) decreased from 92.8
percent to 87.3 percent.
This shift can be explained by three
minority groups' increase in population
during this time: Black residents (2.0% to
3.0 %), Asian residents (2.1 % to 5.6 %) and
Hispanic residents (1.8% to 3.1 %). These
demographic shifts are shown in Table 2.
ota
i
2
The overarching philosophy of SIH Consulting is that all
groups of residents should be involved in the decisions
that shape the place they call home.
We believe that the perspectives of those who choose
Rosemount as the place where they want to live, work,
and play are essential components of a plan that works
for everyone.
Our consulting firm strives to emphasize participation
techniques that will encourage underrepresented
populations, such as youth, renters, new residents, and
ethnic minorities, to participate in this decisionmaking in
a way that is meaningful and authentic.
Key Goals Identified by Rosemount
9
Arn;,tein x1994] Ladder of Otixvn po"icipetiun
Citizen CUnkrw
��btl+Mor Degrees of
citimn Power
F,artriorrdrip
Placati -an
Consulta6Dn De g, eel of
Lu kurnsm
Informing
Tbarvy
NK� pa
M,Rr11pULdki *rl
�`ti JukYn
The City of Rosemount has expressed a need for a
proactive engagement strategy which will not only
educate residents and attract them to participate
in City activities, but that will sustain this interest and
participation throughout the planning process and
beyond. The key goals for this process as defined by
the City of Rosemount appear at left.
Our proposed engagement strategy for Rosemount
offers a variety of tools and techniques that can be
implemented in a wide range of settings. There is no
one - size - fits -all participation strategy or "silver bullet;"
instead, the specific techniques Rosemount chooses will
be highly dependent on the issue at hand.
Resident
Unfamiliarity
with City
Processes
Lack of City
Connections
to Under-
Represented
Groups
Lack of
Time
New residents may not be familiar with the process for completing Comprehensive Plans or may not be
aware of the ways that they can participate in the process. New renters, specifically, have traditionally
been an unengaged group and might be unaware of ways to become engaged.
This might be because they are a very transient group that does not expect to still be in Rosemount in the
near future. They may not feel it is appropriate, or worth their time, to participate in a plan for a city that
they will not reside in for long.
Rosemount has started to become more ethnically and racially diverse. City staff has noted
that participation is low among these minority groups. Youth, new residents, and young
families are also traditionally underrepresented.
New residents of the city might feel deterred from participation and should be specifically
targeted as a key group to engage with. It is critical that these underrepresented groups
are actively sought out as a part of the engagement process.
Residents often feel too busy to contribute in participation events due to
children, work or other personal responsibilities.
The City must implement creative ways that make it easy for these groups
to be informed and participate in the planning process to ensure that all
Rosemount residents are able to have their voices heard.
51
An effective public participation strategy requires strong partnerships between the City and key stakeholders.
HiSh Interest
fCa0abwaw COX)
H igh
Influence
Y
r
wetv SJUSikdl
cowcoaok
rK"P kL6ff -1@
Low
I nfluence
rKeop I &nfflW j
Low I rnterest
D )-,zan d E r� actors
SO s (L�
p a�eds
rptere esf
r'c V.
contest
sttLerN
� rr,nrw r
Following initial conversations with Rosemount city staff,
our firm drafted an initial stakeholder map (next page).
The stakeholder map depicts four major identified
groups:
• Underrepresented Residents (purple)
• Community Agencies + Organizations (orange)
• Traditionally Engaged Residents (blue)
• Elected + Appointed Officials (green)
Rosemount has already begun to engage with these
stakeholders on existing initiatives. The proposed
engagement process will leverage these relationships to
maximize public outreach.
This initial map is not intended to comprise a
comprehensive stakeholder list. We recommend that a
formal stakeholder analysis be conducted with city staff
in the initial stages of this contract.
This analysis will serve two purposes: to add to the
initial list of stakeholders and to also put stakeholders
into groups based on their level of power and interest
in the Comprehensive Plan Process (see images at left).
Further details on the groups identified in the stakeholder
map are provided in the following pages.
New \
Residents I
Youth
Home
Owners
e
Longtime
Residents
Renters
//"Racial +
Ethnic
Minorities
Rosemount
Family
Resource
Center .,
City of Rosemount
Comprehensive Plan
Business
Community
' County \
Commissioners
t
Rosemount
Area Arts
Council
Communities
Planning
Commission
Specific groups that have been significantly underrepresented in participation initiatives and should be targeted
for proactive outreach are identified below. Some of these categories tend to overlap and this list should not be
considered exhaustive.
Ethnic and Racial Minorities
Due to an increase in migration to the metro area,
suburbs, such as Rosemount, are starting to become a
popular destination for minority populations. It is essential
that the City engages with the growing ethnic and racial
minority groups to ensure that the Rosemount's future
plans include the concerns and views of all of its citizens.
Young Families
The City has stated that young families are frequently
too busy to participate in the community. Due to the time
constraints of this group, it is vital that the city seeks
creative ways to make participation easy and less time
consuming for them and other community members with
time constraints.
New Residents
Most new residents of a community have a hard time
getting information about public events and engagement
processes. The City must make an extra effort to engage
new residents so that their views are represented by
the City government and so that they are active public
participants throughout their time in Rosemount.
7
Youth
The opinions of youth are traditionally underrepresented
in planning decisions. As Rosemount embarks on a process
to not only plan for its residents, but with its residents,
inclusion of youth is highly recommended.
Involving youth in My Rosemount 2040 would bring a
variety of benefits to the youth and to Rosemount. First,
youth bring diverse perspectives and values that often
differ from those of adults. By protecting and enhancing
the places and activities youth regard as valuable,
Rosemount will promote livability and a higher quality of
life for all its residents. Youth input enriches the planning
process and ultimately the final plan.
Second, such involvement exposes youth to local
government and the planning profession at an early age.
Creating fun, authentic, hands -on opportunities for youth
to engage in public decisionmaking lays a foundation for
effective citizenship and involvement later in life.
Youth engagement activities can be designed to integrate
with school curricula in subjects including writing, art,
geometry, geography, history, social studies, and more.
Renters and High- Density
Housing Residents
This household group is often hard to
communicate with as they are fairly
transient and tend to move around
more than the average Rosemount
resident. Per conversations with City
staff, Rosemount typically sees less
participation from residents that live
in areas with higher densities (see
red circles in the figure at right).
These areas are typically described
as having more rental units, lower
household incomes and residents
with less tenure in the city. High
and medium density areas in
Rosemount were described as
having more transient populations
that do not engage in participatory
or community events as often
as residents from single - family
residential neighborhoods.
City staff is particularly concerned
about an area of the city that they
termed "the triangle" (see blue circle
in the figure at right).
_M4 W)SEMOUN 1.1
na.�� �a� it err .rf������w���� M���.,: �.- .•.��.� -��,i
1
1
J
I
Traditionally Engaged . .
Traditionally, engaged citizens have been Caucasian, homeowners, middle
aged and older, and middle /upper class community members with a longer
tenure within Rosemount.
This group has incredible knowledge of the history and culture of the city and
should be maintained as valuable resources in the participation process.
,a
We recommend that the City of Rosemount create an overarching brand for all of their participation
events and initiatives.
MY ROSEMOUNT 2040
SIH Consulting recommends Rosemount adopt the brand
"My Rosemount 2040" for the participation plan (abbreviated
MyRsmt20AO).
Creating a simple brand for this participation initiative will reinforce
public understanding that the information they contribute throughout
this process is all directed towards one goal: creating a Comprehensive
Plan that reflects the needs and wishes of all residents.
� T .
I
The City's Comprehensive Plan is owned
by the entire community.
Residents often believe that plans are made by city and
elected officials, without the consultation of the people
that actually live in the community.
The City should counter this assumption by consistently
demonstrating that this plan belongs to the community
and should be created by residents, for residents.
This plan is for Rosemount's future.
r
Essentially, the City wants community members' input on:
Where should the city go from here? And how can the
City get to where we want it to be?
These are large questions that should be answered through
numerous engagement events and much deliberation
amongst the community.
This plan is for the entire
ROSE MOUNT city of Rosemount.
The Comprehensive Plan will cover commercial, industrial,
residential, public and agricultural sectors of the city. The
City wants to know how these future areas should be shaped
by community members.
Graphics associated with
this brand should reflect the
Rosemount community.
To meet this goal, we have inserted a graphic that displays the
agricultural and suburban dynamics of the City.
We also recommend graphics that promote Rosemount's Irish
heritage and Rosemount Irish Schools (such as the four leaf
clover in MyRsmt2040).
10
Tag Onto Large Community Events
It is extremely difficult to attract large crowds to participation
events that are not seen as controversial or contentious by the
public. For this reason, we suggest that the City set up booths,
open houses or other engagement initiatives at large community
events. These participation events should be fun, energetic and
connect with the theme of the larger community event.
Examples:
• Leprechaun Days (summer)
• Neighborhood Night Out (summer)
• Night to Unite (summer)
• Halloween Haunted Trail (Fall)
• Arts Council Winter Tree Lighting (winter)
Multifaceted Communication Examples:
• Social Media
We recommend Rosemount utilize a multipronged communications strategy in • Mailers
order to maximize the number of residents reached. Using a variety of techniques • Friday Folders
will improve the chance that a diverse range of individuals will take part in My • Television and Radio
Rosemount 2040. • Press Releases
Inclusionary Practices
To further promote participation that is representative of all
groups living in Rosemount, we recommend the City implement
inclusionary practices and incentives for participation at meetings
and events.
11
Examples:
• Child Care
• Translation Services
• Refreshments
• Additional incentives
The following pages describe a "toolbox" full of strategies for Rosemount to use during My Rose-
mount 2040. All of these strategies are incorporated into the final process.
The strategies are organized by their place on the ladder of public participation. Each description
also contains a relative cost ($ - $$$$).
Strategies that Inform
Ciiaen control YouTube Videos - $$
Ddegatcd power Rosemount should host a series of short informational videos describing the comprehensive planning
Pannership process, changes and trends in Rosemount and ways to get involved. This strategy should be used
Placation early and often in the participation process. For instance, we suggest that the City post short videos
Consunatlon explaining the process, reason and importance of the City's comprehensive plan prior to any major
participation events.
Inlorming
Tfierapx It is vital that these videos are straightforward, easily comprehensible and engaging. In order to boost
viewership, these videos could be narrated by prominent public figures such as the mayor, city council
Manipulation members and other local elected officials, local news anchors, the school superintendent, or school
principals. Adding humor and captivating graphics to the videos would also increase viewership. It is
important that these videos are made for both informational and entertainment purposes.
Press Releases - $
Currently, the City of Rosemount uses press releases as a communication strategy only when some sort
of tragedy or negative situation happens within the community. We recommend that Rosemount also
consider using press releases to disseminate information about upcoming engagement opportunities
and positive news stories. Using press releases to generate information to the community in a positive
manner can help the City spread news about participation events to a much broader audience.
12
Strategies that Inform
New Resident Guide - $
Another group that does not participate at a high level is new residents. A potential strategy to
engage this population is to distribute a new resident guide to all newly purchased homes and leased
housing units. This guide would have information about the process for development proposals, an
overview and link to the City Comprehensive Plan, a schedule of important events in the city and
information about the city that might not be known by a new resident.
Information from Apartment Managers - $
A strategy that could help facilitate communication among renters, or those living in high- density
housing, is to have apartment managers distribute information that is pertinent to their tenants. A
suggested way to do this is to have managers put up posters or send flyers (under tenants' doors or
in their mailboxes) that explain recent city initiatives or advertise upcoming participation events that
are relevant to their residents. This strategy will involve a very high level of communication between
managers and a supportive agency (city staff, a hired position, or a volunteer person).
Friday Folders - $
Citizen control
Delegated power
Psmership
Placation
consuhatlan
Informing
We recommend that the City send community engagement information in elementary students' Friday Folders. The information
sent in Friday Folders will inform parents of the various participation events that will be occurring in the upcoming months.
The events described in these fliers will be in- person participation events, online surveys, and other ways to connect with the
city of Rosemount. This strategy will require a strong connection between the school and city government, but would also be
an inexpensive and far - reaching strategy. This strategy was previously used by the City to connect with Rosemount's large
parent population and city staff has suggested its possible renewal.
13
Strategies that Consult
C itarsn central Online Surveys - $$$
Deiegatsd power We recommend that the city of Rosemount use online surveys to informally obtain community input
Paanership on city initiatives. To ensure high response rates, these polls should be short, simple and to the point.
Plat iti SurveyMonkey is an online survey company that the city could use to complete this task. This polling
c�n
service is affordable, straightforward and very simple to use.
Consultation
Inlonmina
Pop -Up Events - $$$
Thmipy Rosemount city staff could host a series of "pop up" engagement opportunities at local grocery stores,
AAanipulati ai the post office, the public library and other locations likely to draw many residents. Engagement
opportunities at these pop -up events can include dot surveys, visioning activities and opinion surveys.
Social Media - $
The city of Rosemount currently has an easy to navigate city webpage and descriptive Facebook webpage. The City should
continue to utilize these social media outlets to inform their residents about participation future events. We recommed that
these postings also encourage residents to leave comments or questions regarding the upcoming events.
MindMixer - $$$
MindMixer is an online tool which allows individuals to share ideas with their local governments. Participants submit and vote
on ideas online, and earn points for these interactions. Local government can view the popularity of ideas in real time.
Dot Surveys - $
Dot surveys are an informal voting tool in which participants vote by placing a dot on a preferred image, design, or answer.
If using images or designs, a dot survey can help reduce language or education barriers often experienced with written
surveys. Using online dot surveys can make the participation process accessible to people that cannot attend the event.
14
Strategies that Partner
Community Organizer - $$$$ ($ if AmeriCorps)
In order to facilitate connections with underrepresented groups and improve engagement in City
processes, the City of Rosemount could choose to hire a community organizer. The community organizer
would be responsible for gaining an understanding of an underrepresented group's goals /ideals,
communicating with city staff on issues related to the people they represent and disseminating
information pertinent to the underrepresented group. Depending on funding availability, the position
could be full -time, part -time, or volunteer. Another option is for Rosemount to apply for one or two
AmeriCorps positions. AmeriCorps is a federally funded national service program that places young
adults in local organizations to build capacity and strengthen communities.
Participatory Design /Charrettes - $$
Citizen control
Ddegatcd dower
Partnership
Plwatlon
C,amunatlon
Inlonming
Therapy
Ma nipu latiGn
Charrettes and other participatory design strategies offer the public the opportunity to engage in dialogue and experimentation
around design - related questions. At these events the host will give a large question or problem for multiple groups to answer.
Groups are usually not much larger than ten individuals. Each group is given props and /or large maps to represent different
areas or elements.
The goal of these events is to gain local knowledge and allow for communication between community members. These
events are often held over multiple days due to the intense background knowledge that is required for participants and
time consuming dialog between participants. However, mini charrettes that are held for 4 -6 hours can also be an effective
strategy.
Note: In order to qualify as a "partnering" strategy, the ideas contributed as a result of participatory design must be
incorporated into plans in a meaningful way.
15
Strategies that Delegate Power
Cit"n control Overarching Steering Committees - $$$
Delegated power The City of Rosemount should create steering committees to help guide each seasonal event. These
Partnership individuals will be able to assist in the person -to- person dissemination advertising for the seasonal
events and will also give the City a better perspective on the issues that should be addressed at the
Placation events.
Cortisuttatlon
These steering committees will allow a consistent group of individuals to help with the Comprehensive
Inlonming Plan engagement process and could provide meaningful community engagement, dialogue and input
Therapy as needed throughout the comprehensive plan development process. Members of the committee shall
Manipulation be selected to represent a wide range of interests among the community and can act as facilitators
among the seasonal events and other planning efforts.
Community Organizer Case Study: Seattle Public Outreach and Engagement Liaisons
In 2009, the City of Seattle initiated the Public Outreach and Engagement Liaison (POEL) program. This program seeks to increase civic
participation among Seattle's most underrepresented groups (ethnic and racial minorities, immigrants, renters, senior citizens, small businesses, youth
and people with disabilities). Techniques used by POELs to assist underrepresented groups involve providing:
• quality translations;
• fair and equitable facilitation (in native language);
• simultaneous interpretation;
• constituent support at city- hosted events;
• accurate records and reports of participant feedback and concerns;
• community workshops and events that parallel larger city- hosted meetings.
Source: Seattle Department of Neighborhoods- http: / /www.seattle.gov /neighborhoods /engage /poel.htm
4r to
hip
'L 5
Strategies that Include
To further promote participation that is representative of all groups living in Rosemount, we recommend the City
implement inclusionary practices and incentives for participation at meetings and events. :>
Child Care
As stated previously, the City should provide exciting child care options so that adult participants can fully engage in the
event. Child Care could be provided by volunteer groups within the community and would involve activities that match the
current season. For example, during Leprechaun Days, young children could complete a four leaf clover art project or a
summer scene painting project. These activities should be engaging and fun for children to ensure a positive experience.
Translation
As Rosemount becomes more ethnically and racially diverse, communication efforts will need to be created to accommodate
minority households. One way that Rosemount could do this would be to have different translations for meetings and other
events. It could also be helpful to have less printed word materials, use more diagrams or designs and focus translation efforts
to be more personal to help engage those who are not proficient in reading English.
Refreshments
Food and drinks (or even snacks) can encourage people to attend a meeting or event. We recommend healthy, culturally -
appropriate refreshments purchased from locally -owned businesses.
Providing Incentives for Participation
In order to further encourage participation in public planning, the City of Rosemount should offer incentives for participation.
For example, individuals who attend public meetings, provide comments via social media, or participate in another way could
be entered into a drawing for prizes. These prizes could include tickets to the Halloween Haunted Trail, free registration for
a Parks and Recreation - sponsored activity or gift cards that are donated by local businesses.
17
Steering Committee Case Study:
Participatory Planning for Sustainable Community Development
In 2001, the Community Partnership Center (CPC) at the University of Tennessee implemented a
participatory process for sustainable community development, put into action through the use of
groups called Community Learning /Planning Teams. Functions of the Community Team include but
are not limited to the following:
• Provide leadership among residents
• Provide accountability for the planning process
• Monitor outcomes of different plans that are implemented
• Identify main priorities among members and other underrepresented stakeholders
• Implement the combined knowledge of current and historical context of the community,
core community values, and preferences for policy and monitoring systems in terms of
social, economic, and environmental systems
The Community Teams consist of at least eight members and not any more than sixteen. The
members of the team represent numerous groups in the community such as those that are
underrepresented by race and social class or stakeholders that are involved in the project. A
facilitator helps the team throughout the process and serves as a resource person to integrate
social, economic, and environmental data, models, and methods from the scientific community.
The Team uses a process called Multi- Criteria Decision Analysis in which many different
information aspects are analyzed. These include spatial data and maps, demographic
information of the community, history, community values, and neighborhood visioning.
Source: Project Reimagine! http: / /reimaginerpe.org /rpe/
Place It! is a public participation
process that employs interactive design
techniques to engage diverse groups of
individuals in translating their visions for
their community into physical form. The
process is notable for its use of everyday
tactile materials such as Legos and
recycled objects as the metaphorical
"building blocks" of future city streets,
neighborhoods, or cities.
Place It! is a unique opportunity to
foster interaction and collaboration
between individuals of different ages,
primary languages, and levels of
experience with planning and design
concepts. The process also serves to
expose participants to the importance
of planning in shaping the built
environment.
The visual, interactive nature of the
Place It! method renders it a promising
opportunity for the City of Rosemount
to consider. While staff time must be
allocated to plan and facilitate the
workshops, material can be gathered
or purchased secondhand at minimal
cost.
Source: http: / /placeit.org /about.html
18
Preparation � � Engagement � �
I 2016
Meetings Winter Spring Summer Fall Winter Spring Summer Fall
Stake- For Monthly Steering Group Stakeholder holder Steerjin
Outreach
Mapping Committee Interviews + Focus Groups with Add'l Stakeholders
Seasonal
Events
Evaluation
rban Energy Infra- Comm. public
Event Plannin Even Ag +Home structure Gathering Art
ISpaces
Create survey Online Survey
instrument +data ]
collection Data Collection at Meetings and Events Ai
goo
Online
Engagement
Set up online tool Mindmixer (or alternative online engagement tool) Ir
Ongoing Social Media, Press Releases, YouTube Videos
Communication
luej
All Year
Continued
Consultation with
Stakeholders
Kickoff Event - Summer 2015
Since Leprechaun Days is one of Rosemount's biggest city gatherings, we recommend that this event be used to kick
off My Rosemount 2040. Citizens will be able to participate in a variety of booths and activities relating to different
aspects of the comprehensive plan and will be able to learn about all the upcoming ways to engage in the creation
of the new plan.
Rosemount citizens could have a chance to express their visions for the future of Rosemount and can help in the beginning
of the visioning process for the Plan. People attending Leprechaun Days will be informed about each of the upcoming
engagement events for the Comprehensive Plan update; including the seasonal events targeted around important
aspects of the community such as urban agriculture, energy and home assistance, infrastructure and development,
community gathering spaces, and public art.
i ■t
�r
Rol
Urban Agriculture - Fall 2015
Rosemount has a rich agricultural heritage which should be celebrated as part
of the public engagement process. Autumn, the traditional harvest season,
brings many opportunities for activities centered around local food.
The City of Rosemount has identified a desire to expand their local farmers
market. We recommend that Rosemount hold pop -up engagement booths at
the farmers market in order to gather residents' and vendors' ideas on the
future of the farmer's market.
Rosemount is home to nearly fifty community garden plots on city -owned
land. Community gardens offer opportunities for healthy food access,
physical activity, and community building. To showcase Rosemount's community
gardens and encourage more residents to get involved, Rosemount could host
a Community Garden Day. This event would be centered around community
gardens but designed for anyone with an interest in growing food. Some
ideas for a garden festival day appear in the sidebar at left.
Rosemount's main fall community activity is the Halloween Haunted Trail.
We recommend that the City of Rosemount tag onto this event and offer
opportunities for the public to provide input. As an additional draw maintaining
the Harvest and Food - related theme, the City of Rosemount could partner
with a local pumpkin grower to offer pumpkin carving and painting at the
event. The City could also sponsor a pumpkin bake -off contest, featuring a
panel of well -known judges from local grocery stores, restaurants, or other
community organizations.
21
�F
J
i
T ■�i rt
Energy and Home Assistance - Winter 201512016
A significant concern of city staff is the underutilization of local energy assistance programs. Several
energy assistance programs are offered by Dakota County Community Development Agency (CDA).
However, despite the need for energy assistance within the city, this resource has hardly been used.
Because this funding is provided at the county level, we recommend the City partner with Dakota
County CDA for this event.
The winter energy event will be largely informational; an open house will be available to educate
residents about who is eligible for assistance and how assistance funds can be used. This event will
rely upon traditional strategies like poster boards and a short PowerPoint presentation to give
residents information.
Due to the social stigma attached to receiving assistance for energy, the City will emphasize the
fact that this assistance is available for even moderate income residents and emphasize the money
savings element of the program. There will not be a Q &A for this event (due to social stigma), but
there will be staff located throughout the open house that will be available to answer questions.
There will also be FAQ handouts with contact information made available for guests.
The goal of this event will be to assist residents in better understanding the various grants and low
interest loans that are available for a variety of projects and for their home.
To expand on the topic of energy, this event will also give residents the opportunity to provide the
city with input on public energy efficiency (such as energy efficient light bulbs, urban growth, etc.).
A survey (provided both in person and online) and a community discussion will be conducted on
ways that the city can become more energy efficient. These two opportunities will give residents the
opportunity to voice their preference on energy efficiency spending within Rosemount.
O -X
Infrastructure - Spring 2016
As Rosemount continues to grow and develop, infrastructure will continue
to be a important topic. This spring event will provide information
about local development while providing a hands -on opportunity for
participants to model how they would like Rosemount to look in the future.
We recommend the Place It! engagement strategy, mentioned previously
in this document and pictured at right, as a particularly useful technique
for discussing infrastructure changes. The Place It! tool would help
participants easily show how and where infrastructure could be improved
or developed throughout the City. Work groups can also be formed to
provide for discussion and collaboration among community members.
The citizen steering committees that were formed can help with this
event by starting up engaging conversations about infrastructure and
development and recording information that participants express as
important to the growth of Rosemount. The City staff can use the results
from this meeting and partner with the steering committee to make sure
that results are consistent for updates to the Comprehensive Plan.
In addition, City staff can provide flyers and information sheets about
upcoming development already approved and contact information if
people have more questions. Because people are usually well educated
about infrastructure in their community, the main goal from this event is to
bring the knowledge that people have about their own neighborhoods
and incorporate that with their visions for the future of infrastructure in
Rosemount.
23
Community Gathering Spaces - Summer 2016
�,7� r; • L. • J .
c }.
Public Art - Fall 2016
The Summer 2015 Comprehensive Plan input theme is Community
Gathering Spaces. This theme would encourage residents of Rosemount
to reflect on their favorite community spaces and create a vision for new
ones. Pop -up events should be held at existing community spaces, including
the Robert Trail Library, the Rosemount Community Center, the Rosemount
Steeple Center, parks and natural areas, and local public schools.
Participatory activities for these pop -up events can include the Place
It! participatory design tool described above, photos of residents with
mini chalkboards describing their favorite community spaces as well as
aspects of community spaces they would like to see in Rosemount.
The seasonal events conclude with participation
centered around public art opportunities in Rosemount.
In collaboration with the Rosemount Area Arts Council,
Rosemount could sponsor a mini design charrette that
would offer the opportunity for residents to reimagine
public spaces including parks and main streets. For
feedback regarding the public art charrette meeting,
design ideas could be posted in high travel locations
throughout the city.
ON
Data Collection and Analysis
Basic Survey Data to Consider:
(voluntary and anonymous)
• Age Group
• RacelEthnicity Identification
• Gender Identification
• Income Level
• Homeowner or Renter
• Parent of School -Age Children
• Time lived in Rosemount
• Level of involvement with local
government
My Rosemount 2040 offers numerous opportunities for voluntary and
anonymous data gathering. Engaging in this practice will better enable
Rosemount to evaluate if the events they host are indeed representative of
the community as a whole. This can most easily be accomplished through a
simple survey at events.
It is extremely important that this data collection be both voluntary and
anonymous. Residents should not feel pressured in any way to provide
data. One way to encourage survey completion is to emphasize that the
results will drive future City programming. However, the reality is that some
residents will not feel comfortable sharing information with the government.
Examples of data that would help Rosemount evaluate the effectiveness of
My Rosemount 2040 are listed at right.
Comprehensive Plan Creation - 2017
After all the seasonal engagement events have been completed, we recommend that the City compile all of
the information received during the My Rosemount 2040 process and evaluate to what extent the results are
consistent with the direction of the most recent Comprehensive Plan.
Where discrepancies exist, City staff and the steering committee will collaborate to incorporate new ideas and
strategies wherever possible. It is essential for staff and steering committee to take notes about their rationale
for including certain ideas and excluding others, to ensure transparent communication with residents. Citizen
input should be considered an asset to the future of Rosemount and should be included wherever feasible when
updating the Comprehensive Plan, in order to create a plan that maximizes benefits for all residents.
25
Comprehensive Plan Release
The release of the comprehensive plan represents the culmination of years of
hard work. It is essential that the finished product be created with just as much
attention to inclusivity as the engagement process was.
First, the Comprehensive Plan should be written and formatted with the general
public audience in mind. Large amounts of unengaging text should be avoided.
Instead, the document should draw upon exciting graphics to describe the
community that the City is striving to create. The current Thrive MSP 2040 is a
great example of recreating the image of a community plan to be more exciting
and engaging for a wider audience.
In order to explicitly recognize the ideas generated through My Rosemount 2040,
a special section should be added detailing the process. An appendix listing
many or all of the ideas would further contribute to this transparency.
Second, the Rosemount Comprehensive Plan should not be something that is
completed to be put on shelf. Instead, this document should be distributed throughout
the community. In addition to posting the plan online, the City should also provide
copies of the Comprehensive Plan to all community centers, libraries, schools
and other busy places with reading material. By creating a more captivating
document and increasing the distribution of the plan, the city will ensure that the
readership of their Comprehensive Plan will increase and residents will become
more educated on the direction Rosemount is heading.
We anticipate that this Comprehensive Plan, and the process it took to create
it, will become a catalyst for future participation efforts and dialogue between
community members and their local city government.
t
� E +tip•
Ki
References
1. (Cover page) - City of Rosemount street with trees) Image source: http: / /rcp.umn.edu /2014- 2015- partner - rosemount/
2. (Table of Contents - Shamrock handprints) Image source: http: / /www.examiner.com /article /super- cute - shamrock- handprint- craft- for - kids - for -st-
patrick -s -day
3. (Page 1 - Map of Rosemount and Dakota County) Image source: http: / /en. wikipedia .org /wiki /Rosemount,_Minnesota
A. (Page 1 - Rosemount Steeple Center) Image source: http: / /rosemountrotary.areavoices.com /201 1/03/21 /rosemount- state -of- the - city - address/
5. (Page 1 - Rosemount High School Logo) Image source: http : / /www.rosemountbasketbaIl.com /page /show /256844 - rosemount- high - school- girls-
basketball
6. (Page 3 - Arnstein's Ladder of Participation) Image source: http: / /www.georgeiulian.co.uk /2013/01 /22 /social- media -and- citizen - engagement/
7. (Page 5 - Stakeholder Evaluation Chart #1) Image source: http: / /www- esd.worldbank. org / popstoolkit /POPsToolkit /POPSTOOLKIT_COM/
RISKMANAGEMENT/ MODULE /STEP3/ IMPLEMENTATIONPLANNING /STAKEHOLDERS.HTM
8. (Page 5 - Stakeholder Evaluation Chart #2) Image source: https: / /weadapt.org/ knowledge - base / transforming - governance /stakeholder - analysis
9. (Page 9 - Park) Image source: http:// ci. rosemount.mn.us /facilities.aspx ?RID =6 &Page = detail
10. (Page 10 - Trees) Image source: http: / /www.southmetrohouses.com /local- info /rosemount
11. (Page 16 - Public Outreach and Engagement Liaisons) Image source: http: // www. seattle. gov /neighborhoods /engage /poel.htm
12. (Page 16 - Seattle City Seal) Image source: http: / /www.seattle .gov /cityarchives /seattle -facts /city - symbols
13. (Page 20 - Leprechaun father and son) Image source: http: / /sunthisweek.com /2012/07/31 / strike -up- the - band - f or- rosemount- leprechaun -days/
14. (Page 20 - Leprechaun Days logo) Image source: http: // www. worldwidelighthouse .com /lepdaysleader
15. (Page 20 - Leprechaun Day Parade) Image source: http: / /sunthisweek.com /2012/07/31 / strike -up- the - band - for - rosemount- leprechaun -days/
16. (Page 21 - Boy at Rosemount Farmers Market) Image source: http: // www. ci .rosemount.mn.us /index.aspx ?nid =191
17. (Page 21 - Woman tending garden) Image source: http: / /www.mprnews.org /story /201 1 /06/15 /twin- cities - community- gardens
18. (Page 21 - Haunted Woods Trail) Image source: http://Www.rosemountevents.com/HauntedWoodsTrail.htmi
19. (Page 22 - Utilities icons) Image source: http: // www. erc- co.org /wp- content /uploads /2013/08 /Utility- assistance -w.jpg
20. (Page 23 - Downtown Rosemount) Image source: http: / /www.twincities.com/ news /ci_ 26797450 /le -minh- thai - vietnam- war - photographer- dies -us
21. (Page 23 - Place It! Demonstration) Image source: http: / /www. rural - design.org /workshop /live -oak -fl
22. (Page 24 - Robert Trail Library) Image source: http: / /www.armstrong.com /project- gallery /project. asp ?masterGeographyld= commcigam &locale=
en- us &projectld= Project +1 14
23. (Page 24 - Charrette) Image source: http: / /www.lakeflatodogrun.com /field- report / the - montessori- school- of- san- antonio- community - design-
charrette/
24. (Page 26 - Rosemount Flag) Image source: http: / /www.southmetrohouses.com /local- info /rosemount
27