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Abstract: One of the most important aspects of a planner's responsibilities is to organize and/or participate in public meetings. Yet, planners are seldom prepared...by training or inclination...to do the job well. When a meeting does not meet the expectations of the public, the planner or other public officials, the resulting anger, hostility, or even apathy can doom or delay an important public project. Elaine Cogan, well-respected communications consultant, and author of the popular book Successful Public Meetings, explains how your public meetings can be successful and effective.
Most planners have witnessed, or even participated in at least one public meeting where everything seemed to work out...the room was the right size and in the right location, technical presentations were neither too long nor too short and in terms laypeople understand, the audience was cordial and receptive and the project or program moved forward.
We have also attended or participated in public meetings where, alas, the reverse was true. The planners or others hoping that their work would be approved or accepted, found out to their dismay that the public meeting caused more harm than good, in too many cases, setting back a program or schedule.
As a specialist in communications and public involvement strategies for more than 30 years, I have designed and facilitated hundreds of public meetings throughout the Pacific Northwest and elsewhere, and have had my share of pleasant and unpleasant experiences. One thing is certain: successful public meetings are no accident. They are the result of good planning and hard work. and the rewards can be substantial. A discussion of the most important elements follows.
No One Format Fits all Circumstances. All public meetings are not the same. They can be divided into these general purposes: to inform, advise, or solve problems. The structure and organization of each meeting should be appropriate to its purpose.
Informational meetings are held primarily to speak to, rather than with, people. Examples are legislative or administrative hearings and presentations to citizen groups such as neighborhood, business or civic organizations. The audience may be invited to ask questions, but extensive dialogue or problem-solving is discouraged. Physically, there usually is a distance between the audience and the speaker(s), who may be on a raised platform or dais. These meetings can be effective in meeting their intended one-way communication goals if the audience is told beforehand it is expected to be seen and barely heard and any questions or comments are handled courteously. However, this format can be discouraging to people who really want to give you their opinions.
The second type of meeting, an advisory one, is the middle ground between those that are primarily informational and meetings where the public is expected to help solve problems. A good advisory meeting format allows planners or other staff to present information and receive meaningful advice from attendees. To enhance meaningful two-way communication, citizens should have access to easily understood written summaries of technical information and be given ample opportunity to express their opinions and concerns. An open format sends the message that planners can really listen. All participants should be encouraged to sign in so that they can be mailed a summary of the meeting. It also can be made available on the Internet.
The third type of public meeting is for problem-solving. Citizen participants are encouraged to work together with planners or others to find areas of common agreement. The atmosphere should be somewhat informal, with seating at round or rectangular tables for eight to ten. Every problem-solving meeting should begin with a verbal summary of the purpose of the meeting and general information everyone should know in order to participate. That should take no more than an hour, preferably less, so that participants can get on with talking about and possibly coming to agreement on the issues under discussion. They should be assured that their opinions will be given the utmost credence, although there may be political or other considerations that affect the final decision. In problem-solving meetings more than in others, it is important that attendees represent a cross-section of community interests.
If participants are apprised of the purpose of the meeting beforehand, preferably in a written notice or flyer, most will be prepared to participate appropriately. Informational meetings usually take place primarily in the daytime at City Hall or an official formal meeting place, while advisory and problem-solving meetings should be held at a convenient, accessible location and time for the public.
Write the Right Way. What if you hold a public meeting and no one comes, or if many more come than expected? Word of mouth, media publicity and written notice are the three ways to get the information out. You cannot control the first at all, and can try with the media. You are responsible for the last one: written notification. The notices a typical planning agency sends out about public meetings or hearings are filled with legalese and nearly incomprehensible to lay citizens. This makes it easy for them to trash it and then get angry when "someone" does something they do not like. Even though you may have a statutory requirement for legal-type notices, you can attach them to another sheet written in plain English, or another language, if the audience warrants it. State clearly the purpose, time, place, and how citizens can make their opinions known. Do not be satisfied with a legal notice in tiny print in the local newspaper. Augment it with a well-placed story or, if the issue and your budget warrant, a paid ad.
Create the Right Environment. Another important but often neglected key to the success of a public meeting is a positive, welcoming environment. Set the stage by first choosing a location that is well known and accepted, with ample parking, close to pubic transit and accessible to the elderly and handicapped. Schools, community centers and libraries often meet these criteria. Choose the time convenient to your audience, most often weekday evenings between 7 and 9 or 10 at the latest. Always have refreshments. Even the most ordinary cookies, coffee, tea and punch will have a welcoming effect. If your agency does not have the budget, try to have them donated by a business in the area. The meeting room should have the following attributes:
- Size adequate for the number of people expected, but able to be enlarged or divided if more or fewer attend.
- As little distance as possible between presenters and attendees.
- Good acoustics and sight lines.
- Comfortable chairs and tables.
- Usable wall space for charts, maps and other graphics.
- Accessible, nearby restrooms.
No environment is ideal, but it is important to choose the best available and make the effort to minimize or neutralize any possible negative effects or problems. ?
Make Effective Presentations. Few planners are golden-tongues orators, but everyone can learn effective presentation skills. The following principles are important:
- Know your audience and tailor your presentation to what they need to know about the issue, not what you want to tell them. In other words, do not make the same presentation to a group of businesspeople that you gave to high school parents. Focus on their special interests and you will be rewarded with an involved, alert audience.
- Organize. Do not wait until the last minute. Make sure you and other presenters are not repeating each other, or worse yet, contradicting what each other is saying. Speak from notes, not a written speech, and in as short a time as possible.
- Deal with stage fright by recognizing that nearly every speaker has some degree of trepidation and that yours can be controlled by being very familiar with your material, getting to the meeting early, knowing your audience, and being yourself.
- Keep to the time schedule. The audience will love you if the meeting happens to end early. It should never go over its allotted time as people will begin to walk out and the zealots will stay forever.
- Answer all questions politely and honestly. You may have to tell a contentious person that you will just have to agree to disagree. Do not be afraid to say you do not know, but offer to find the information for the person in the next few days.
Use Audiovisuals Well. It is generally known that people remember 20% of what they hear, 30% of what they see, and 50% of what they see and hear. Audiovisuals can help increase the retention span of your audience, but only if they are the right ones. Too many planners are guilty of overkill, reasoning incorrectly that if one slide is good, three are better. Then there are the ubiquitous "PowerPoint" presentations, many times too slick for citizens who may be inclined to think you are wasting their hard-earned tax dollars. Just as one meeting format fit all, neither does one type of audiovisual. In choosing the proper ones, consider this:
- Purpose. Why are you using them at this particular meeting? Make sure they complement rather than overwhelm your message.
- Size of audience. Whiteboards and charts are suitable for small audiences, slides for larger ones. Test them for visibility in the room you are using.
- Budget or what the audience expects you to spend. Do not appear too "high tech" with an audience of senior citizens or too homemade with a groups of CEOs.
- Presenter's skills. Make sure you know how to use any equipment and what to do when the power goes out or the slides fall out of the tray. The answer? Resort to paraphrasing your remarks without benefit of the audiovisuals. You'll be surprised at how well you can do.
- Suit the medium to the message and not the other way around.
Deal Forthrightly with Difficult People. Some people can threaten even the most organized meeting, but the disruption need not be fatal. If you have put together everything beforehand, you should be prepared to deal with the unexpected. One fail-safe rule is to kill dissenters with kindness. Always be cordial and polite, showing goodwill and perhaps even a sense of humor. Keep control at all times by following the printed agenda and starting and ending on time. If disruption occurs during a presentation, refer to the time schedule and assume everyone wants to follow it; or call a brief break and when you return, summarize what has been said so far and move to the next agenda item. Offer to meet afterward with people who demand attention or excess information. Remember that the majority of the audience probably is reasonable. They want you to be decisive, but never rude. If everything gets completely out of hand, you always have the option of closing down the meeting. But do everything you can before taking such a drastic step.
Follow a Step-by-Step Checklist. The most important lesson about having successful public meetings is never to leave anything to chance...or the last minute. Of all people, planners should recognize the importance of planning.
- Set aside sufficient time for planning the meeting...two months or six weeks is none too soon for an important large event.
- Appoint a manager and staff committee to work together on all the elements of the meeting, assigning responsibility and following up.
- Agree on the purpose of the meeting (see above) and plan the format and logistics accordingly.
- Make a floor plan of the meeting room and choose the graphics to fit.
- Review drafts of all oral presentations, maps, charts, slides and other audiovisuals in sufficient time to make changes.
- Develop or refine your database or mailing list. Who should be notified legally? Who wants to be notified? Be as inclusive as possible.
- Assign someone to be in charge of media relations.
- Order the refreshments.
- Make a complete inventory of all materials and equipment; test to make sure everything is in working order.
- Stock a meeting kit that contains all the extras you may need: paper, pens, pencils, marking pens, name tags, extra projector bulbs, extension cords, masking and duct tape and aspirin.
- Learn from your mistakes.
- Arrive early, leave late, and enjoy yourself!
Author and Copyright Information
Copyright 2001 by Author
Ms. Cogan, a partner in Cogan Owens Cogan, LLC, is the author of the popular book, Successful Public Meetings, and co-author of You Can Talk to (Almost) Anyone About (Almost) Anything, a Speaking Guide for Business and Professional People. She has a national reputation as a consultant in strategic planning and communications. She is a television political commentator, wrote a weekly editorial column for The Oregonian newspaper for 15 years, and moderated a radio talk show for seven years. Ms. Cogan has been honored for her "Distinguished Service to Oregon" by the League of Women Voters and is cited in Who’s Who of American Women and International Who’s Who of Professional and Business Women.
Cogan Owens Cogan,
Suite 320, Woodlark Bldg.
813 SW Alder Street, Portland Oregon 97205
(503) 225-0192; elainec@coganowens.com
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