More than any year in recent memory, 2020 demonstrated the necessity for collaboration. While COVID-19 presented the most salient example of why a collaborative approach to problem-solving is critical in a connected world, other global events–such as ongoing trade wars, famines, wildfires, water shortages, polio eradication in Africa, and online education–are similarly instructive. Based in Boulder, CDR was in close proximity to the wildfires that blazed through Colorado this summer. Experts attribute the increase in wildfires nationwide to climate change, a global problem of ever-increasing significance, and one that CDR navigates across all of its practice areas. Here, we’ll take a look at how CDR is bringing collaborative problem-solving to the fight against climate change in the transportation, land management, and water arenas. 

Transportation: A transformation in the mobility and transportation sector has been occurring for years. As emissions from vehicles contribute to climate change, there is a need to find creative solutions that reduce emissions and move toward carbon neutral or even “climate positive” industry norms. These ambitious goals increasingly intersect not just with CDR’s transportation projects, but also with our organizational values around building a sustainable and equitable future. 

CDR has expertise in a wide variety of transportation projects––including interdisciplinary planning and environmental processes (NEPA, PEL, CSS, etc.), and community transportation plans––yet our focus is on meeting the challenge of climate change, namely emerging mobility and multimodal planning. Communities across Colorado are planning for a more sustainable future by fast tracking projects that will prepare them for less reliance on fossil fuels and overall improved climate outcomes. Projects such as Electric Vehicle Readiness Plans, inter-city passenger rail, transit and bicycle and pedestrian-focused projects all fit under this umbrella. This is exciting news for the fight against climate change and for the future of transportation. CDR’s public engagement expertise benefits our clients and communities on these projects by allowing agencies and local governments to better understand public sentiment around change, which in turn allows impactful climate-related transportation policy to be informed and crafted with the public playing a key role. 

Land Management: Conservation, sustainability, resource management––these are common themes in CDR’s land management projects. They are crucial concepts when thinking about climate change mitigation, especially in planning for the utilization and conservation of public lands. While the human health and economic impacts are generally the first to be considered in climate change scenarios, it’s the wildlife––namely plants and animals––that will continue to bear the brunt of this human-caused phenomenon. 

With this in mind, CDR is warding off negative impacts of climate change through effective land management, not just for humans but also for our furry and botanical friends. As the facilitator for the Colorado Wildlife and Transportation Alliance, CDR works with multiple agencies, including Colorado Parks and Wildlife (CPW) and the Colorado Department of Transportation (CDOT), to stymie undesirable changes to the state’s ecosystem. One aspect of the Alliance’s mission is to ensure and enhance wildlife habitat connectivity through transportation planning that accounts for wildlife movement. Such planning, when implemented, allows big game animals like deer and elk to maintain their centuries-old migration patterns amid the encroachment of society. In other land management projects––whether facilitating the Master Planning process for a new state park or working to conserve and enhance the network of biospheres––CDR is continually thinking about how a collaborative approach can be leveraged toward climate change strategies and solutions. 

Water: Climate change and water are intrinsically linked. While on a global scale scientists have long been raising the alarm about melting ice caps and rising ocean levels, the flipside of the same coin are water shortages, prolonged drought, and desertification. For inland geographies like Colorado, reduced snowpack and snowmelt have led to severe drought throughout the state. CDR works with experts in the field and community leaders to develop solutions and programs in the water arena. Managing the outreach component of the State’s investigation into demand management for the Colorado River Upper Basin, CDR brings together experts and stakeholders to determine how Colorado’s growing demand for water can be adequately addressed in years to come. CDR also leads the strategic planning effort between Colorado State University and Denver Water to design the Western Water Policy Institute, which will focus on solving critical water problems through policies that rise to meet the challenge of rapid global change, including climate- and growth-induced impacts to Colorado. 

If 2020 taught us anything it’s that we have to work together when facing global challenges––and climate change is the biggest global challenge of the century. How we rise to meet it will depend on our collective ability to coalesce around a common cause, connect the best scientific data with decision-making, and develop policies at scale that lead to sustainable solutions. CDR is committed to continuing this critical work. 

Written by CDR’s Daniel Estes (destes@mediate.org)

This has been a year of learning and listening for many of us. At CDR, we quickly adjusted to COVID by moving our projects online. And now, as 2021 begins, it feels like the world would be a very strange place without at least one Zoom meeting each day.

During this adjustment, we struggled to find ways to ensure our online approach was not only technologically functional, but inclusive to the communities and stakeholders we work with. In the public engagement field, you often hear the mantra: meet people where they are. In the past, we’ve cherished getting out into the field (the literal and figurative one)––whether that means meeting people at their local clubhouses for a conversation, going to community festivals (in giant fields) with baby goats, or even setting up pop-up booths at local grocery stores or ice cream socials. 

In 2020, we couldn’t meet people in-person where they were. People were in their homes––being teachers, being parents, being caregivers, being first responders. So, like the rest of the world, we adjusted. We looked towards a more inclusive approach to where we not only met people where they were, but also on their schedule.

We’ve found a few tools that have worked for helping our team engage those who may not traditionally participate in the public process:

• We’re offering live interpretation on our virtual public meetings. If we know a community has a large Spanish-speaking population, we work with groups like the Community Language Cooperative to utilize the Zoom interpretation setting. People can join via Zoom or via phone and participate in their preferred language.
• We’re translating our websites and outreach materials every chance we get. For some projects, instead of hosting live meetings, we’ve created standing websites. Attendees are able to access the website at their convenience, in Spanish and English, when it fits with their schedule.
• We’re engaging and facilitating inclusivity panels and expert groups on our projects, made up of individuals who advise us of the most inclusive and community-specific approach for engagement. These individuals understand community needs best, and offer advice as well as connections to important community leaders.
• We’re using existing Social Media networks and apps to engage participants. Whether that means broadcasting a Zoom webinar on Facebook Live or posting on a community forum like NextDoor or WhatsApp groups, we’ve found many community members are using social media platforms to gather information on what is happening in the community.
• We’re reverting back to traditional forms of outreach. In the past 9 months, we’ve sent out hundreds of postcards to stakeholders and set up project phone numbers to ensure those who are unable to access information via the internet are still able to participate in the public process.

How have you found opportunities to be inclusive during COVID? We’d love to hear your ideas and expand our growing toolkit to reach underrepresented members of our community.

Written by: Melissa Rary, mrary@mediate.org

The events of 2020 have ushered in a slew of new norms around most aspects of professional life. With almost all of CDR’s work moving online, at least for the time being, routines that seemed hard to imagine just several months ago have quickly become second nature. (Five Zoom meetings in a day, anyone?)

One area that has been particularly impacted by the shift to virtual formats has been internal team building. Previously, it was easy for CDR staff to pop across the office for a quick check-in or schedule a mid-week happy hour, preferably somewhere with a patio. But over the last few months, those regular in-person get-togethers have become all but impossible. To make up for this lack of face-to-face interaction, CDR has implemented a variety of virtual team-building activities so staff members can stay connected:

1. Yoga: Since March, CDR has not only taken part in virtual staff and client meetings, but also in virtual Downward Facing Dogs, Shavasanas, and occasionally, Half Pigeons. Online yoga classes have been both a stress reliever and a way of developing comradery while the team has been stuck at home. Although it’s not quite the same as being in a yoga studio, the classes have offered an opportunity to unwind, decompress, and share a good laugh at the office’s combined lack of flexibility.
   
2. Trivia: Many virtual meeting platforms offer chat functions that can be used for a number of work- or non-work-related tasks. Indeed, CDR has been pushing the limits of the latter by using the Zoom chat function to play rounds of virtual trivia. Some of the most memorable question categories include pottery mishaps (Jonathan Bartsch), baby goats (Taber Ward), and punk rock lyrics (Jeffrey Range).
3. Art Class: One of the more unique virtual team building activities for CDR was an art class led by none other than CDR’s own Emily Zmak. Emily guided the team through a series of increasingly challenging art exercises that culminated in the group depicting itself in a familiar predicament: back at the office trying to decide what type of pizza to order––hopefully this will prove to be an art-induced premonition.
4. Happy Hour: Even amid all these creative team building activities, sometimes it’s necessary to get back to basics. CDR’s virtual happy hours have been just that, and have become a staple of the workweek over the previous three months. These online kick-backs have been an opportunity for the team to catch up on life outside of work, swap quarantine stories, and continue bonding while adjusting to the new normal of 2020. From our virtual office to yours: Cheers!

Maintaining Credibility – Being Creative and Adaptive – Remaining Vigilant

Public Engagement has radically changed in the last few months, likely never returning to pre-COVID practices. Already a growing trend, virtual public and stakeholder engagement accelerated at warp speed to keep projects, public policy and community services in motion. 

With foundational commitments to genuine engagement, client success, continuous learning, and being nimble and adaptive, CDR ramped up its approach to virtual engagement expanding technological abilities and applying best practices. Pausing to reflect on the last few months and considering our collective future, we are offering lessons learned and both cautions and hopes for the future of engagement. 

Maintaining Credibility in Public and Stakeholder Engagement

Successful virtual engagement is occurring across the spectrum of projects we’ve been working on in transportation, water and land management. Already adding virtual tools to our engagement toolbox, CDR was poised to rapidly transition support to our clients on current and new projects. Hundreds of people have provided input to Colorado’s State Highway 52 planning project through multiple virtual engagement platforms. Dozens of partner representatives from across the State of Colorado effectively engaged in ratifying partner protocols and developing a vision and objectives for Fishers Peak, Colorado’s next state park. FedNet utilizes video conferencing to foster understanding and improving relationships. The Wildlife & Transportation Alliance has used virtual forums to expand understanding and address sticky issues.

Being Creative and Adaptive is Essential in our Changing Environment Adapting to New Realities Through Technology, Honoring Proven Concepts in Engagement

With an ethic of supporting genuine community engagement, CDR’s clients have maintained or strengthened the credibility of public projects by continuing to connect with community members through creative means. Using new tools in the toolbox requires just as much, if not more, time and effort to genuinely engage people in deliberations. We’ve made observations ranging from tactical needs to social dynamics in recent months. A sampling of practical and tactical advice for facilitating large groups includes:

• Advance homework and/or surveys help orient participants, mitigating the need for long presentations 
• Preparing “virtual rooms” is just as important as preparing for “in-person rooms” – prepare a virtual room by making sure the technology works, participants know how to use technology, virtual strategies and tools are tested, etc. 
• “Breakout” rooms are your friend – have a co-host who can support conversation and summarize outcomes 
• Shared documents – either being revised in real time, or participants modifying themselves – demonstrates listening and shaping content by constituents 
• A Facilitation Buddy System – Managing chat functions, sorting participants into rooms, managing documents, capturing input and facilitating discussion requires more than one facilitator. Larger groups may need multiple facilitators for efficient, effective management 
• Use a variety of tools to help people offer perspective – options such as polling, Social Pinpoint, sticky note simulators and others provide avenues for people who might be more comfortable participating in ways other than speaking 
• Incorporate Breaks – Virtual engagement is exhausting – in some cases we are seeing people go from Virtual meeting to Virtual meeting – only there are no natural breaks – such as walking, riding or driving between meetings. Schedule breaks every hour, ask participants to walk around the block, get a snack and get away from the computer for 10 minutes. 
• Continued Non-Tech Strategies – hard-to-reach populations still need mail-in/phone surveys, informational mailers, working with community leaders with existing relationships and communication avenues, with translation services supporting all 
• Off-Line Check-Ins – During in person engagement, facilitators and client leads can have side conversations to check in and adjust processes and agendas in real time. Set up other platforms to check in mid-meeting to make those course corrections. 
• All Ages are Participating – We have seen all ages up their game in use of technology. 
• It Requires Time and Effort – There might be misperceptions that virtual engagement requires less time and work to implement. Our experience demonstrates that it takes just as much time and effort, if not more, as in-person engagement! 
• Keep Learning – As we learn from and have access to new engagement techniques and technology, observe what is working and what isn’t and apply key take-aways to next sessions.

Remaining Vigilant About Genuine Engagement and Implications for Our Future  

Intentional action is required to foster genuine engagement across communities and partnerships. There is risk to simply “checking the box” to meet minimum requirements for public process. We are asking ourselves questions and raising concerns to remain vigilant: 

• Are there populations and geographic regions we are missing because of non-existent or unreliable access to technology? 
• Are we using the current COVID-19 environment as an excuse to not engage with community? 
• Are our translation services applied in the right places and the right way? 
• Are relationships suffering because there is nothing that can truly replace in-person engagement? 
• As communities and states reopen, how do we transition and synthesize the effective, efficient technological engagement strategies that have made such positive advancements with re-emerging in-person opportunities? 

We hope we can all continue to challenge ourselves to “meet the community where they are” during this challenging time. With an intention of employing genuine engagement opportunities we can achieve quality policy, project and community deliberation. Technology can help advance this type of engagement if supported by decision makers and implemented well. We miss people… we want to see them again… and when we can do so safely, we will be ready to do so with a renewed appreciation for in-person relationship building and a refined, improved approach to how we do this important work virtually.

One of the most fun parts of our job is brainstorming creative ways to engage the community on a project that might have otherwise gotten lost in the shuffle. As part of the Thornton Comprehensive Planning Project, great partners and clients allowed us to do just that – consider unique opportunities to engage the community and “meet them where they are.” This inclusive engagement approach meant attending Thornton’s ice cream socials throughout the Summer, meeting neighbors and community members at their local clubhouses, presenting in high school classrooms, and even bringing baby goats to events to grab attention. Yes, you heard that right, baby goats! You have got to be kidding me! 

Throughout the project, CDR worked with local farms to bring baby goats to Thornton Fest and Harvest Fest hosted by the City. The goats hung out in a pen and enjoyed attention from the youngest community members while parents and interested spectators filled out surveys and posted on boards about their vision for the City which informed the development of the draft Comprehensive Plan. As a result of this robust and unique engagement, the project was awarded a 2019 APA Colorado Merit Award in the category of Community Engagement! We were honored to work with partners Cultivando, Clarion, and the City of Thornton on this project and receive this exciting award.

As an added bonus, if you weren’t able to see the baby goats in person, you can watch them virtually on this baby goat cam: https://mountainflowerdairy.com/goatcam/

For more information about this or to brainstorm creative engagement ideas for your upcoming project, please contact Melissa Rary, mrary@mediate.org.