Oftentimes, the way we approach [engagement tools] is that one thing is going to make everything better, and that’s rarely the case. Each thing has its own purpose, its good parts and its limitations.” — Matt Leighninger
Offer people different levels of engagement depending on how much time they have and ensure that your various engagement tools work together. For instance, a brief digital survey of a large group of residents could provide data that guides a citizen assembly — a small group of community members that focus intensely, usually in person, on a project for several months.
Citizen assemblies are a “thick” engagement mechanism, said Matt Leighninger, Director, Center for Democracy Innovation, at the National Civic League. They deliver far greater benefits but are much harder to implement. In contrast, “thin” engagement tools are fast and convenient and better suited for many residents, including those with childcare challenges or for whom English is not their first language, he said.
Consider
Think carefully about what level of engagement is most appropriate for a specific issue. If you’re asking residents to devote significant time to a project, officials must be prepared to do the same. If they’re not, you ultimately frustrate and disappoint constituents who volunteered in good faith. That goes for all types of public engagement, said Leighninger. And consider it from a resident’s perspective. Would they go to a meeting on Tuesday when they should be helping their children with homework? Would you?
Case Study: Petaluma, California
Once called the “Egg Basket of the World” because of its prolific egg industry, the city of Petaluma in California’s Sonoma County dates to the mid-1800s Gold Rush. The city is known for its thriving arts and farm-to-table culinary scenes. But by 2022, Petaluma’s 55 acres of beloved, centrally located fairgrounds faced an uncertain future. Rather than decide on a plan of action independently, city leaders engaged the public, choosing 36 community members — a veritable microcosm of the city — via a democratic lottery.
The group spent nearly 100 hours deliberating over extensive research — using, among other techniques, wall-length sticky boards so participants could post ideas and get team feedback. In the end, the group provided the City Council with recommendations for future use of the fairgrounds. “Part of our job is to dream,” said one of the participants during the exercise, “and now we’re narrowing it down to how those dreams fit together.”
This article appeared in slightly different form in our guide, “State and Local: Better Public Service Through Innovation.” To learn more about how state and local governments are enhancing both outreach and efficiency, download it here: