CRANBERRY CREEK

Gateway Park Project

Community Engagement Plan

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Developed through the
Brownfields Federal Partnership
Mine-Scarred Lands Initiative


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Cranberry Creek Gateway Park Project
Community Engagement Plan

Prepared for: Brownfields Federal Partnership Mine-Scarred Lands Initiative

Prepared by: SRA International

(Contract No. 68-W-01-048)

3434 Washington Boulevard
Arlington, VA 22201


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Cranberry Creek Gateway Park Project Community Engagement Plan

Cranberry Creek Gateway Park Project
Community Engagement Plan

TABLE OF CONTENTS	

Cranberry Creek Gateway Park Project	I

Introduction: Goals and Principles of Community Engagement	2

Step I: Identifying the Community, Stakeholders, and Partners	6

Step 2: Communications and Outreach	12

Step 3: Obtaining and Using Input	18

Step 4: Evaluation and Adaptation	22

Appendix A: Outline of Activities	23


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Cranberry Creek Gateway Park Project
Community Engagement Plan

Cranberry Creek Gateway Park Project

The Cranberry Creek Gateway Park project will be an asset to the Greater Hazleton Region (the
region) by improving the entrance to the region and providing additional community and
economic resources to the area. The cleanup and redevelopment of the property will help the
region attract additional interest in, and resources to, the community and create an aesthetically
pleasing and productive community gateway. Additionally, the project will help change the way
people in the region feel about themselves and their community by looking toward the future and
creating new development.

The scale of this project is unlike any other undertaken by members of the Cranbeny Creek
Gateway Park committee in that it consists of several phases, each involving its own set of
interested parties and stakeholders. For example, the cleanup component of the project alone
will require special consideration of stakeholder needs and concerns, in addition to the full range
of economic, environmental, and other social issues associated with the cleanup. Due to the
scale of the project and the fact that it involves multiple phases, each building on the previous, it
is important that the Cranberry Creek Gateway Committee (the committee) seek community
engagement and participation in the process to ensure success.

By developing and implementing a community engagement plan, the committee will ensure that
regional residents are educated and excited about the project. This will help facilitate and
accelerate the cleanup and redevelopment process. By asking the community to participate in
the project early in the planning process, the committee will ensure that the community embraces
the project from the first to last phase and that all parties involved will achieve mutually
satisfying outcomes.

( ^

Engaging the Community for
Cranberry Creek Gateway Park Success

Identify Community,
Stake holder s, a nd
Partners

Conduct Communications
arvd Outreach

SUSTAINED

REDEVELOPMENT

Obtain and
Use Input

RECLAMATION

Evaluate and Adapt




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Cranberry Creek Gateway Park Project Community Engagement Plan

This plan presents a framework for the committee to think about and plan for community
engagement. It discusses the Cranberry Creek Gateway Park project in terms of four
components:

•	The public (i.e., the community, stakeholders, and partners)

•	Communication and outreach

•	Input and participation

•	Evaluation and adaptation

By discussing community engagement in terms of these components, the committee will be able
to better determine appropriate timing and strategies for engaging other parties over the course of
the project.

Introduction: Goals and Principles of Community Engagement

Community engagement is a process that connects community leaders with citizens regarding a
project or issue of common interest or concern. The process consists of community leaders
providing information to, and getting input from, the community on project ideas and activities.
The community input then informs community leaders about the activities and messages that will
help accomplish project goals.

A community engagement plan outlines a series of activities related to a project that an
organization performs in order to identify, provide information to, and get feedback from
interested parties. The planning phase of the Cranberry Creek Gateway Park project presents an
ideal opportunity for the committee to engage the community in order to obtain input on and
generate support for the project. Inclusive engagement means ensuring that everyone who has an
interest in or is potentially affected by the project is made aware of it and has an opportunity to
participate in its development. The community needs to be aware of the project and comfortable
with both the cleanup process and the end use, since it will be most affected by its development
and is the ultimate beneficiary of the project.

Outcomes of Community Engagement

Meaningful community engagement usually results in new ideas being brought to a project,
minimization of conflict and delays, and the establishment of relationships in the local
community that can benefit current and future projects. It can limit the number of surprises that
occur during a project because all parties share information openly and consistently.

Furthermore, through the community engagement process the committee will have the
opportunity to test its priorities in the marketplace, thus optimizing the use of its resources.

Developed through the Brownfields Federal Partnership Mine-Scarred Lands Initiative
January 2006 - Final Draft

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Cranberry Creek Gateway Park Project Community Engagement Plan

Tips for Community Engagement:

•	Provide clear and factual information about the project on a predictable and consistent
basis.

•	Define the level of engagement expected from the community, stakeholders, and
partners.

•	Be open and transparent in making decisions.

•	Make use of existing communication mechanisms in addition to developing new ones.

•	Be flexible and make changes in the process and project as necessary.

Challenges of Community Engagement

While community engagement yields positive results, it also poses challenges to those initiating
the process. These challenges include:

•	"Going slow to go fast." This means that community engagement can require significant
time at the outset of the project. However, adequate planning time spent at the beginning
of the process can pay off in dividends by developing support for the project and
reducing the likelihood of delays in later stages.

•	Identifying the affected community, project stakeholders, and potential partners needed to
support the project, either through their political support or through providing resources
and expertise. Some stakeholders and partners may be involved for the duration of the
project while others may only be involved for specific project phases.

•	Developing key messages about the project and communication vehicles for sharing
project information and key messages.

•	Determining the issues on which to obtain community input and how that input will be
considered and used.

•	Being flexible and making changes to the community engagement process as needed.

Community engagement is not a one-size-fits-all endeavor. Rather, it involves working with the
appropriate parties to determine how they want to be involved. The table below shows the
spectrum of community engagement, including the goals associated with each level and the
implicit promise to the public associated with each level of engagement.

Developed through the Brownfields Federal Partnership Mine-Scarred Lands Initiative
January 2006 - Final Draft

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Cranberry Creek Gateway Park Project Community Engagement Plan

Spectrum of Community Engagement*

Level of
Engagement

Goal of Engagement

Sponsor's Promise to the Public

Inform

To provide the public with
balanced and objective
information to assist them in
understanding the problems,
alternatives, and solutions.

We will keep you informed.

Consult

To obtain public feedback on
analyses, alternatives, and
decisions.

We will keep you informed, listen to
and acknowledge concerns, and provide
feedback on how public input
influenced the decision.

Involve

To work directly with the
public throughout the process
to ensure that their issues and
concerns are consistently
understood and considered.

We will work with you to ensure that
your concerns and issues are directly
reflected in the alternatives developed
and provide feedback on how public
input influenced the decision.

Collaborate

To partner with the public in
each aspect of the decision,
including development of
alternatives and identification
of the preferred solution.

We will look to you for direct advice
and innovation in formulating solutions
and incorporate your advice and
recommendations into the decision to
the maximum extent possible.

Empower

To place final decision making
in the hands of the public.

We will implement what you decide.

* Adapted from the International Association for Public Participation (IAP2)

Set guidelines on input and participation from the community. Before seeking input,
the committee should identify the aspects of the project on which it is seeking input and those
aspects that are not open for comment or discussion. The community will understand that
the committee has made great progress on this project and that there will be components
that are not negotiable, while on others the committee is open to suggestions and
improvements.

Developed through the Brownfields Federal Partnership Mine-Scarred Lands Initiative
January 2006 - Final Draft

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Cranberry Creek Gateway Park Project Community Engagement Plan

Key Messages

As the committee begins to think about community engagement, it should develop key messages
to communicate to the community. Key messages:

•	Help project participants (e.g., committee members, partners) to use a consistent message
when discussing the overall project or any of its phases;

•	Eliminate the potential for community confusion or misunderstanding about the project,
its objectives, and the desired outcomes, as well as for reinforcing the project specifics to
the community; and

•	Help generate interest in the project - they are instrumental to informing the community,
engaging stakeholders, and attracting partners.

By developing key messages that can be used as talking points for all committee members during
presentations, meetings, and communications materials, the committee ensures that the project
message is consistent.

Develop key messages. The community will receive consistent and informative messages
by ensuring that all committee members and partners are communicating the same message.
Messages should be short, direct, and target specific themes or phases of the project.
Consider developing a key message for: I) the entire project, 2) public health
concerns/reclamation, 3) land use plans/redevelopment, 4) differentiating between the
mayor's project, and 5) others as needed to address questions already received about the
project.

Key messages should be developed by considering the important components and points that the
committee would like to convey to the public. For instance, when creating sub-messages,
consider the topic of the message, what question the topic specific message may address, and
what components of the project are the most important to highlight in addressing these questions.
The committee should start by brainstorming phrases or words that could be included in the
message and begin to form a message from
those thoughts.

Example: Cranberry Creek Sample Project
Key Message

The Cranberry Creek Gateway Park project is
a community-based effort to enhance the
Greater Hazleton area through recreation,
economic, and entertainment opportunities.

The Cranberry Creek Gateway Park project is
a community-based effort to provide the amenities to improve the recreational, economic, and
entertainment opportunities for the Greater Hazleton area and visitors.

Example: Sample Public Health Concerns topic specific message

The Cranberry Creek Gateway Park committee and regulatory partners will ensure that the
project area is protective of human health and the environment and will support productive reuse.

Brainstorming Key Messages:

Gateway
Centerpiece

Reclamation and Transformation
Environmental Improvement Project
Investment

Recreation, Entertainment, Cultural Reuse
Quality of Life
Community Improvement

Developed through the Brownfields Federal Partnership Mine-Scarred Lands Initiative
January 2006 - Final Draft

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Cranberry Creek Gateway Park Project Community Engagement Plan

Identifying and reaching out to the community, stakeholders, and partners will help the
committee obtain the additional support, resources, and skills to advance the project. The
development of key messages and outreach materials will help the committee educate and inform
the community about the project, opening up channels of communications. And by asking for
and using community input, the committee will be able to address their priorities.

It is important to keep in mind that community engagement is not a linear process. Rather, as the
project evolves and milestones are reached, the community engagement process will also evolve.
The committee will need to reevaluate the messages, outreach materials, and partners to ensure
that the goals of the committee and the community are being met.

Developed through the Brownfields Federal Partnership Mine-Scarred Lands Initiative
January 2006 - Final Draft

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Cranberry Creek Gateway Park Project Community Engagement Plan

Step I: Identifying the Community, Stakeholders, and Partners

The committee is more likely to achieve its goals in a timely and cost-effective manner if it
consults and collaborates with the Greater Hazelton community, its interested stakeholders, and
organizational partners. For the purpose of this community engagement plan, we define these
terms in the following way:

•	Community - The community typically involves the geographic and political area most
affected by the project. Because the Cranberry Creek Gateway Park project involves
numerous political jurisdictions, the committee must consider how best to define
community.

•	Stakeholders - Within the community are different groups that have a particular interest
in the overall project or specific phases. These may include neighbors, home owners
associations, potential users, vendors, or other interest or advocacy groups. Stakeholders
are important because they can lend political support, and the support of their members,
to the project. Conversely, they can also block or delay implementation of the project.

•	Partners - Groups or organizations that are willing to lend their resources, credibility,
skills, knowledge, and leadership to the committee take on the role of partners. Partners
take some of the project burdens off the committee.

While these terms are differentiated throughout this document, many individuals or groups may
move between categories. For example, the distinction between stakeholder and partner is not
always clear. Groups may start off as stakeholders but evolve into partners, and vice versa,
depending on the project stage. Nevertheless, the community, stakeholders, and partners likely
have very different information needs and desired levels of involvement in the project. It is
important to keep all three categories of groups informed about the project in order to gain their
support and encourage their participation in ways that benefit the committee and the project.

Remember: As the project moves forward, additional parties will be identified and come
forward. At these points, the committee will have to determine how best to engage them.

Generally speaking, partners will be more engaged than stakeholders, who in turn, are more
engaged than the community. Moreover, the involvement of the community, stakeholders, and
partners is likely to change over time as the project moves through its different phases. The
working assumption behind this plan is that, in general, the committee will consult with the
community, involve stakeholders, and collaborate with partners. However, the committee
should make an informed choice about the appropriate level of engagement for specific parties.
When identifying stakeholders and partners, the committee should consider whether those
identified need to be included in the committee structure. Partnering does not necessarily mean
that these groups need to have an active role in the committee, just that these groups should be
invited to the table.

This plan is going to address the project in three phases: reclamation, redevelopment, and
sustained use. Viewing the project through different phases will help the committee start to think
of stakeholders and appropriate partners relevant to each phase of the project. While it is useful
to think about the project in terms of these phases, it is important to note that there will be
considerable overlap between the end of one phase and the beginning of the next. For instance,

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January 2006 - Final Draft

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Cranberry Creek Gateway Park Project Community Engagement Plan

the plan for the site will influence the manner in which the property is reclaimed. Therefore, do
not wait until reclamation is complete before starting to identify redevelopment stakeholders and
partners.

Phase I: Reclamation

Reclamation of mine-scarred lands is a component of development with which the committee
has limited experience. As a result, it may have to devote more time to identifying stakeholders
with interests in reclamation, including those who are supportive of reclamation and those who
oppose it. In identifying reclamation stakeholders (or stakeholders associated with any phase of
the project, for that matter), the committee should strive to understand the position and interest of
each stakeholder and see if it can find ways to accommodate the stakeholder's interest. The
position is the stance that one takes on a particular issue. The interest is the underlying concern
behind the position. For example, with reference to the issue of reclamation:

Position: "We are opposed to reclamation of Cranberry Creek."

Interest: "We are worried that the reclamation process will cause disruption to our daily lives."

Because of the scope and size of this project, the committee will need to define the community
that this plan affects. When defining the community, keep in mind the activities associated with
community engagement, the level of effort on behalf of the committee, and the level of
community engagement sought. The following table lists potential community members:

Community

Community

Interest

City of Hazleton

Largest population most affected by the site; provide
resources to support the end use

Hazle Township (inclusive of
Villages of Cranberry,
Harwood, Hollers Hill,
Oneita, Shepton, Humboldt,
Eagle Rock

Municipality in which the site is located; many residents
will drive past site or are a direct neighbor to the site

West Hazleton

Municipality on border of site

Luzerne County

County which holds main three municipalities

Carbon County

Neighboring county

Schuylkill County

Neighboring county

Humboldt Industrial Park

Site neighbor with daily workforce population of more
than 5,000 people

Banks Township

Municipality in Carbon County associated with the Greater
Hazleton area

Beaver Meadows Borough

Municipality in Carbon County associated with the Greater
Hazleton area

Black Creek Township

Municipality in Luzerne County associated with the
Greater Hazleton area

Butler Township

Municipality in Luzerne County associated with the
Greater Hazleton area

Developed through the Brownfields Federal Partnership Mine-Scarred Lands Initiative
January 2006 - Final Draft

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Cranberry Creek Gateway Park Project Community Engagement Plan

Conynghctm Borough

Municipality in Luzerne County associated with the
Greater Hazleton area

East Union Township

Municipality in Schuylkill County associated with the
Greater Hazleton area

Foster Township

Municipality in Luzerne County associated with the
Greater Hazleton area

Freelctnd Borough

Municipality in Luzerne County associated with the
Greater Hazleton area

Jeddo Borough

Municipality in Luzerne County associated with the
Greater Hazleton area

Kline Township

Municipality in Schuylkill County associated with the
Greater Hazleton area

McAdoo Borough

Municipality in Schuylkill County associated with the
Greater Hazleton area

North Union Township

Municipality in Schuylkill County associated with the
Greater Hazleton area

Sugarlocf Township

Municipality in Luzerne County associated with the
Greater Hazleton area

West Hazleton Borough

Municipality in Luzerne County associated with the
Greater Hazleton area

The following table lists some stakeholders and their interests with respect to reclamation.

Potential Stakeholders

Stakeholder

Support of Resource

State Representative Todd
Eachus

Political support for reclamation activities and funding;
provide assistance during communications and outreach

State Senator Raphael Miisto

Political support for reclamation activities and funding;
provide assistance during communications and outreach

U.S. Congressman Paid
Kanjorski

Political support for reclamation activities and funding;
provide assistance during communications and outreach

Chesapeake Bay Watershed

Regional organization interested in abatement of acid
mine drainage to watershed that could provide resources
to support the project

PP&L

Utilities company which will provide infrastructure
support to the site

Pagnotti Enterprises

Site neighbor and former owner. May have resources to
contribute for communications and outreach

Friends of the Nescopeck

Provide support with outreach and community forums
related to reclamation activities, positive effects on the
region

First Federal Foundation

Financial partner for project stakeholders and partners

American Softball Association

Provide users, amenities, and financial support for the
project

Developed through the Brownfields Federal Partnership Mine-Scarred Lands Initiative
January 2006 - Final Draft

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Cranberry Creek Gateway Park Project Community Engagement Plan

Land owners in closest
proximity to site

Site end use may affect traffic, noise levels, etc.

Funding entities
(public private)

Provide capitol for the project

Eastern Middle Anthracite
Region Recovery (EMARR)



Cooperation of Norfolk Southern

Owner of rail-line that runs through the property

Cooperation ofHazleton City
Authority



The committee should also identify partners that have experience with reclamation issues.
Targeting partners that have experience in this field will help the committee obtain resources not
currently available. The following table identifies potential partners.

Potential Partners

Partner

Resources for the Committee

Hazle Township

Provide permits, logistical support, and emergency
response to the site

PA Department of
Environmental Protection
(DEP) Bureau of Abandoned
Mines Reclamation (BAMR)

Provide oversight and support for reclamation activities

Eastern Pennsylvania
Coalition for Abandoned
Mine Reclamation
(EPCAMR)

Provide expertise for the education and outreach associated
with the reclamation of mine-scarred lands

Provide support with communications materials, land use
planning, and public health inquiries

Pennsylvania Environmental
Council (PEC)

Provide assistance with creating and distributing outreach
materials

Provide avenues for funding to reach the committee
through a regional, educational nonprofit organization

Provide additional resources based on past experience
supporting other regional projects

Mine-Scarred Lands
Initiative

Provide technical, financial, and project assistance

Penn State Hazleton

Provide skills, resources, and funding opportunities
through educational programs and professors

Tri-Area Recreation

Provide users, amenities, and financial support for the
project

CAN DO Community
Foundation

Provide grant writing and overall project support

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Cranberry Creek Gateway Park Project Community Engagement Plan

Chamber of Commerce

Provide committee leadership, opportunities to conduct
communications and outreach, and outlets to chamber
partners.

CAN DO

Provide leadership, technical support, and logistical
support in overall project.

Keystone Job Corps

Provide resources to the project (employees, volunteers,
outreach)

Luzerne County Community
College

Provide resources for education and outreach
Offer leaders and experts on all themes for the project

State PA Office of Budget



Luzerne County Convention
Center



Civic Partnership



Council of Governments



The committee should understand that partnering can take many forms and that the committee
will need to work with specific partners to determine their level and extent of engagement. It is
also important to remember that while the committee will be looking for new community
partners and ideas as part of the community engagement process, it should also be committed to
offering its support and ideas to other organizations.

Phase II: Redevelopment

Certain stakeholders and partners may be able to lend their support or resources to the project
through redevelopment. It is effective to reevaluate current stakeholders and partners at the
beginning of each phase to ensure that they remain engaged and the committee remains
inclusive. Additional stakeholders and partners will be identified as the phases of the project
progress and may approach the committee for inclusion based on the results from marketing the
project.

Phase III: Sustained Use

The final phase of the project will build upon the previous two phases and focus on sustained
use. Many partners already involved in the project up to this point will most likely continue to
stay engaged for this final phase, but additional partners and groups may need to be identified. It
is likely that the community will become more interested as the project moves toward sustained
use and expand to include a larger population of the region. While it is never too early to think
about stakeholders and partners for the sustained use phase, they will be identified as the project
unfolds.

Developed through the Brownfields Federal Partnership Mine-Scarred Lands Initiative
January 2006 - Final Draft

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Cranberry Creek Gateway Park Project Community Engagement Plan

Next Steps:

Once the committee has identified the community, stakeholders, and potential partners, it will
need to develop strategies and mechanisms to communicate project information and the
committee's message (discussed in Step 2) and obtain their input (discussed in Step 3).
Communication and participation strategies flow from the identification of the community,
stakeholders, and partners, and the assessment of their interests.

Contacting Partners. When reaching out to partners, remember to use your key messages
to help describe the project and the outcomes. Explain why this partner is important to the
project, the role they can play, and how they can benefit from the partnership. Remember
that you are asking someone to help you, so you will have to ensure that they receive a
benefit as well. Perhaps the partner will receive greater exposure if they are associated with
the project or maybe the committee will offer unique support to a project of the partners or
to the partner organization.

Developed through the Brownfields Federal Partnership Mine-Scarred Lands Initiative
January 2006 - Final Draft

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Cranberry Creek Gateway Park Project Community Engagement Plan

Step 2: Communications and Outreach

The communications and outreach component of community engagement conveys the
committee's messages to the identified community, stakeholders, and partners. By educating the
community about the project, the committee will be able to anticipate and relieve fears and
frustrations because the information will be available and will address the many facets of the
project that may be causing tension within the community. As with other aspects of community
engagement, the committee's communications and outreach strategies must evolve and adapt to
the project phases.

Communications Vehicles

The identification and use of marketing and communication vehicles will allow the committee to
promote the project and educate the community through multiple venues. It is important to
understand the audience that each type of marketing vehicle reaches and its general content. By
creating its own communications vehicles and availing itself of its partners' vehicles and the
mass media, the committee will be able to reach a broader audience with its project information.

The committee must constantly be aware of opportunities to promote the project. These
opportunities should include using already established communication vehicles (e.g. partners'
newsletters, newspapers, etc.), and should capitalize on project milestones. Project
accomplishments provide an opportunity to promote the project by announcing progress and
should be used to engage the community throughout the project.

Additionally, the committee should develop communications materials pertaining to each phase
of the project. Just as key messages differ depending on the phase of the project, the amount of
outreach and the communications materials will vary.

Self-Generated (committee)

Communications drafted by the committee and its members will address key project milestones
as well as speak to any negative press that may arise during the life of the project. The
communications materials can be educational or informational and should address all phases of
the project. The committee can work to keep the community engaged in the project by tailoring
communications materials to the questions raised by the community.

Communications materials should be consistent in their frequency so that the community can
expect regular updates about the project.

Communications Materials

Newsletter: The committee should consider producing a newsletter that is distributed on a
regularly scheduled basis (e.g. semi-annual, quarterly). This will allow the community to
anticipate updates from the committee. The newsletter can address questions or concerns
raised since the previous issue, speak to milestone accomplishments, or acknowledge
new grants, partners, or activities. It can also promote the recent work of any partner
organizations to demonstrate the goodwill that exists between the committee and the
organizations that are offering support to the project.

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Cranberry Creek Gateway Park Project Community Engagement Plan

Fact Sheets: Fact sheets should be developed to discuss and promote phases of the
project. By creating materials that address specific issues, such as public health
associated with the reclamation of the property, the committee can easily address any
concerns or questions that are raised in meetings or informal communications with local
stakeholders. Fact sheets can be used to address issues and concerns and also help
promote specific redevelopment stages (e.g. residential houses, commercial space, etc.).

Web site: A Web site is an effective way to provide background information about the
project to a wide audience. By regularly posting information about the project on a Web
site, the committee, the partners, and the community will have one source to check when
searching for information about the Cranberry Creek Gateway Park project. Key
messages should be included on the homepage that describe the goals and objectives of
the committee. All public information should be made available to the community
through this Web site in order to demonstrate that the committee is transparent about the
project and related activities.

Video: The video on the Cranberry Creek Gateway Park project designed by the
committee in September 2005 is an effective tool for marketing the project to outside
organizations. This video should be shared with the local community to promote the
project and the efforts of the committee. The video discusses the components of the
project and would provide the local community with valuable insight on the project. The
video can be offered at public meetings, the library, or partners' meetings.

Partners/Groups

Relying on communications vehicles that already exist in partner organizations is a way for the
committee to gain project exposure with minimal expense and effort. The committee will need
to recognize the value of using the pre-existing communication materials of its partners, and also
allow partners to promote their work in committee materials. By opening this two-way process,
the committee will sustain the goodwill among partners and increase exposure to diverse
audiences.

Partner

Contact

Publications

Frequency of
Communications

Opportunities

EPCAMR

Robert Hughes
(570)674-7993

Web site

Updated regularly;
inquire about
newsletter

Promote
reclamation and
reuse

Northeastern
Pennsylvania
Alliance
(NEPA)

Cameron Moore
(570) 655-5581

E-Newsletter
Calendar

Bi-weekly
Updated regularly

Promote land
use and
economic
development

Chamber of
Commerce

Donna Palermo
(570) 455-1508

Web site

Newsletter

Events



Promote project
messages and
goals

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Cranberry Creek Gateway Park Project Community Engagement Plan

Mass Media

The committee has had great success with articles in the local papers; by continuing to make
strategic use of local and regional media, the committee will reach more audiences with its key
messages about the project. Messages that address specific project phases should be distributed
to make sure the community is informed. Specifically, by reaching out to federal partners and
sharing photos or approved messages on progress, the committee and project may receive
recognition on a regional or national level. Many state and federal partners promote the projects
they are supporting by circulating newsletters with success stories or posting photos on Web
sites. The committee should continue to reach out to state and federal partners and keep them
updated on the project and gain additional exposure through their communications.

Partner

Resource

Message

Environmental Protection
Agency (EPA) Region 3

Land Revitalization Newsletter

Reclamation, Partners, and
Land Reuse

PADEPBAMR

Publications

Reclamation and Partners

PA DC ED

Web site
Publications

Financial Investment,
Economic Development, and
Land Use

WYLN

'/2 hour community shows

All components of project

Outreach Materials

Outreach materials will help spread the message
across target audiences (e.g. community,
stakeholders, or partners). Materials should be
updated and revised based on the phase of the
project. It is important that outreach materials
make clear that this project will consist of
several phases and the project will take time to
be completed. Being clear at the outset about the
complexity and duration of the project will help
establish realistic community expectations about
the project and pace of progress.

Keep in mind that information also should be
conveyed during "down times." Progress will be
quite evident during some project phases (e.g.,
reclamation), but less so in others. The
committee should strive to continue the flow of
information during these down times by sharing
information on what it is doing behind the
scenes, such at work related to land use and
investment. This will help maintain and sustain community support when progress is not as
easily perceived or measured.

Creating Public Information
Repositories is an effective and
inexpensive way for the committee to
allow public access to all project
documents. Establishing and marketing a
location where all project-related
information is housed will allow
community members to keep up with the
project information at their convenience.
The committee can solicit the assistance
of a local community group to update and
maintaining the repository in order to
both lift the burden from the committee
and engage the community group.
Information repositories may be created
at the following locations: library, schools,
chamber of commerce, or information
kiosks.

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Cranberry Creek Gateway Park Project Community Engagement Plan

The committee should conduct outreach while keeping
in mind appropriate venues, partners, products, and
events. Educating the community about the phases,
tasks, and accomplishments of the project will help
keep the community interested, excited, and supportive
of the project.

Consider the following venues, partners, and products
when outlining outreach activities. These examples will
help get you started in thinking about your outreach.

Events that are appropriate
venues for cross-promotions
include: Open houses, monthly
meetings, holiday celebrations,
community festivals, sporting
events, performances,
recreationally sponsored
outings, town meetings, school
activities, etc.

Venues

Open houses



Community meetings



Schools



Public Library



Partner meetings

Partners

PADEP



EPA Region 3



U.S. Army Corps of Engineers (USACE)



EPCAMR



Volunteer Fire Departments



PA Community and Economic Development



Local governments



NEPA Alliance



Appalachian Regional Commission (ARC)



U.S. Department of Agriculture (USD A)



Local School Boards



Local Universities

Products

Fact sheets (e.g. reclamation, cleanup technologies)



Web site



Newsletters



"Lesson Plans"



Brochure



Post Cards (reminders, save the date, FYI)

Remember that some of these venues and products do not have to be self-generated. Partners
should be able to help the committee educate the community about the phases of the project,
helping to take the financial and resource burden from the committee. Many committee partners
may even have a mission of education and outreach and will be the experts on how to share this
information with the community.

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Cranberry Creek Gateway Park Project Community Engagement Plan

Host an Open House! When it is appropriate for the public to visit the Cranberry
Creek Gateway Park property, consider hosting an open house to give the community a
sense of the work ahead (e.g. reclaiming mine-scarred lands, redevelopment) and help
establish ownership of, and enthusiasm for, the project. Site tours and informational
materials will help the committee raise awareness within the community. Asking
partners to set up booths or displays will establish goodwill and help the partners
spread their messages.

Timeline for Communications and Outreach

Project Fact Sheet. The committee will consider producing a project history fact sheet early in
2006 for distribution to the community, stakeholders, and partners. The fact sheet can highlight
the accomplishments of the projects to date and activities yet to come. Points to consider
highlighting include: project survey, committee structure, purchase of land, organizational
interest, feasibility study, identifying partners, BAMR reclamation, contact information,
upcoming activities.

Town Hall Meeting (late February): To bolster goodwill and increase project understanding by
those communities surrounding the site, the committee should consider hosting a town hall
meeting with the Villages of Harwood, Hollers Hill, and Cranberry. This will help the
community understand what activities will be taking place at the site and provide them an outlet
to ask questions about the upcoming site activities.

Cranberry Creek Signage (early March): In order to meet administrative obligations associated
with funding, the Cranberry Creek committee will be posting signs recognizing the site and the
funding source. This will be a good opportunity to highlight the future site of the Cranberry
Creek Gateway Park to the community.

Video (early 2006): The committee should continue to use the current video to conduct outreach
to the general community. Committee members should offer to show the video during other
community meetings. Also, keeping a copy in the public library will provide additional
opportunities for the public to view the video.

Web site (late-summer) : The committee should consider reserving an URL address in order to
establish a Web site in the coming year. The Web site will be a tool to market the project,
educate the community, field comments from the community, and receive feedback on the
project. Posting old project materials in one place will also act as an information repository and
ensure that the community has access to all project documents throughout the life of the project.

Partner Newsletters (aspartners are identified): The committee should begin identifying and
reaching out to potential partners in early 2006 in order to engage them in the project at the
beginning stages. While project work may not pick up until mid-late 2006, engaging partners
early in the process allows the committee time to inform the partners about project
accomplishments and hear potential ideas and resources that could be provided by the partners.
Once partnerships are established, the committee should determine how best to utilize existing
partner newsletters to share information about the project.

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Cranberry Creek Gateway Park Project Community Engagement Plan

Community Meetings (ongoing) : The Cranberry Creek Gateway Park committee members are
quite active throughout the community. Using already established venues and meetings, the
committee members should inquire about making brief presentations on the project history and
upcoming activities.

School "Lesson Plan" (early fall): The committee expressed interest in engaging the community
at all levels. By developing a school lesson plan, potentially with a local university, the
committee can design a classroom activity for children at all ages in order to teach them about
the reclamation and redevelopment process taking place on the site.

Developed through the Brownfields Federal Partnership Mine-Scarred Lands Initiative
January 2006 - Final Draft

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Cranberry Creek Gateway Park Project Community Engagement Plan

Step 3: Obtaining and Using Input

A critical component of any community engagement plan is the establishment of feedback
mechanisms. These mechanisms inform the community of how its input has helped to shape the
project, thus demonstrating that community input is being heard and taken seriously. True
community engagement is a two-way street, not just a one-way avenue for the committee to
provide project information to other parties in the community. Rather, it involves providing
opportunities for community, stakeholder, and partner input into the project design and
implementation. Community engagement is a powerful process that can:

•	Greatly expand the knowledge and practical insights into the issues being addressed;

•	Expedite work by highlighting the issues that require the most attention, allowing for
better prioritization of resources;

•	Instill in all parties a sense of ownership and understanding of the issues associated with
the project so they will accept decisions they might otherwise protest;

•	Develop ongoing relationships to help implement the project; and

•	Resolve specific issues before they become politicized.

Once the committee identifies its community, stakeholders, partners, and its methods of
providing communication and outreach materials, it will need to determine what role the
community (including the stakeholders and partners) will play in the development and
implementation of the project. Again, the committee needs to think carefully about what it is
asking of the community, recognizing that community approval is partially dependent on
engagement, but that too much community involvement or poorly planned and executed
involvement, may actually interfere with project progress.

Seeking Input. As the project moves forward, remember to revisit the guidelines for input
and participation. Remember to ask key questions about the project and the level of
engagement as appropriate for each phase. For example, on what issues or aspects of
reclamation, redevelopment, or end use will the committee seek public input? (With respect
to reclamation issues, how will trucks and other heavy equipment access the site? Will there
be a posted truck route that people can comment on? If there is any blasting associated with
reclamation, during what hours will blasting be conducted? How will neighbors be informed
of when blasting is to take place?)

The committee will need to determine the means or mechanisms it will use to obtain input. To
date, the committee has done considerable work to conceptualize this project and get it off the
ground. As a result, it probably has a rightful sense of ownership about the project. At the same
time, it likely recognizes that it can gain additional community support and momentum by
obtaining and using input to help shape the project. The most important point to remember with
respect to obtaining and using community input is to set expectations. If the committee is clear
about what role it wants the community to play and how the information will be used, then it is
up to the community to determine if it's worthwhile to participate. If the committee is vague
about when community input will be sought, how it will be used, or makes promises it cannot
keep, then the community is likely to be angry if its suggestions are not used. This could result
in a loss of community support for the project.

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Cranberry Creek Gateway Park Project Community Engagement Plan

There are two ways to start mapping the reclamation and redevelopment issues on which the
community will want to have a say. Knowing the community, stakeholders, and potential
partners well will allow the committee to anticipate hot-button issues. Those issues can then be
sorted out depending on whether they pertain to reclamation or redevelopment. The other
approach is to begin listing issues (based on what has been said and the committee's sense of the
community) that are likely to arise related to reclamation and redevelopment and identify which
groups of stakeholders or partners will have an interest in those issues. For purposes of
discussion, a list of potential issues follows.

Reclamation:

•	Funding - Who is funding the reclamation work?

•	Risks - Are there risks associated with reclamation? If so, how will these be managed?

•	Disruption - What will be done to minimize disruption to the community during the
reclamation process?

•	Influence of reclamation on redevelopment and vice versa - What is the linkage between
reclamation and the current redevelopment plan?

•	Certification and assurance - Who will be responsible for certifying that the land is
reclaimed properly and will support current redevelopment plans?

Redevelopment:

•	Funding - How will the redevelopment work be funded?

•	Use - For what will the reclaimed property be used?

•	Input on concept - Is the committee open to getting input on the redevelopment concept?

•	Input on aspects - Is the committee open to getting input on specific aspects of the
redevelopment? If yes, which ones?

Sustained Use:

•	Funding - How will maintenance and additional development be funded?

•	Use - How will a new use be determined?

•	Users - Who will have a say in the new businesses and opportunities

By identifying these issues early, the committee can begin to determine which stakeholders and
partners will need to be engaged on which issues.

When the committee has identified the issues on which it wants input and the segments of the
community that is interested in engaging on those issues, it will need to develop processes for
obtaining their input. A list of active tools for obtaining input from the community, stakeholders,
and partners follows.

Developed through the Brownfields Federal Partnership Mine-Scarred Lands Initiative
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Cranberry Creek Gateway Park Project Community Engagement Plan

Community

One assumption is that the general community will want to be consulted on the project. That
means it will want to have the opportunity to provide feedback on any plans or alternatives
regarding the project. A list of tools to consider follows.

•	Public Comments - The committee should circulate draft plans for public comment.

Plans can be placed in information repositories or posted on Web sites. Further, the
committee should run advertisements in local media informing the community of the
plans and the opportunity to provide comment.

•	Focus Groups - The committee could randomly select members of the community in
order to obtain input on planning decisions.

•	Surveys - Like it has done before, the committee could conduct surveys to obtain input
on various issues. These can be done through local media or online through Survey
Monkey or other free or inexpensive Web sites. Response rate is greatly increased if the
committee announces that a survey is coming and generates some interest in completing
the survey.

•	Public Meetings - These tried and true forums are good ways to inform the community
about the project and get input on the project. Attendance is often increased if these
meetings are coordinated with existing events or held at project milestones; it is also
helpful if refreshments are offered.

Stakeholders

Another assumption is that most stakeholders will want to be involved in the project, meaning
that they will want to work with the committee to make sure their issues and concerns are
consistently understood and considered. A list of tools to consider follows.

•	Workshops - These tend to be smaller, informal public meetings that may include
presentations and exhibits but include interactive working groups. These are helpful for
discussions on design criteria or analysis of alternatives. Further, they foster small group
or one-to-one contact, build credibility, and maximize the feedback obtained from
participants.

•	Interviews - These are one-on-one meetings with stakeholders to gain information on
community concerns and perspectives and for refining community engagement programs.
These can also be used to evaluate potential citizen committee members.

•	Design Charettes - These are intensive sessions where participants (re)design project
features.

Developed through the Brownfields Federal Partnership Mine-Scarred Lands Initiative
January 2006 - Final Draft

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Cranberry Creek Gateway Park Project Community Engagement Plan

Partners

Partnerships are collaborative by design. When the committee invites partners into this project
and avails itself of its partners' resources and expertise, it should anticipate that the partners will
want to play a collaborative role in the project. That is, partners will likely want to have a role in
each aspect of the decision, including the development of alternatives and identification of the
preferred solution. A list of tools to consider follows.

•	Workshops and Design Charettes - These are intensive sessions where participants
(re)design project features.

•	Citizen Advisory Committees - This is a group of representative partners and/or
stakeholders assembled to provide input to the planning process. These committees can
be time and labor intensive, but they provide opportunities for detailed analyses of project
issues and for participants to gain an understanding of one another's perspectives, leading
toward consensus.

•	Committee Membership - Invite partners to become members of, or advisors to, the
committee for specific project phases or issues.

These are some options for means to obtain input. Again, the committee's choice of options will
depend on the level or extent of input it is seeking and the issue in question. These, in turn,
should be based on the expectations it has set with the community.

If the community is willing to take the time and energy to participate in the overall
redevelopment process, then the committee will need to build in feedback loops to inform the
community of how the information received influenced the committee's decisions on the project.
There are numerous ways that the committee can provide such feedback to the community, such
as through press briefings and news releases, meetings, and through responsiveness summaries
(i.e., documents that summarize the input, how it was used, and why). This demonstrates to the
community that the committee takes its input seriously.

Developed through the Brownfields Federal Partnership Mine-Scarred Lands Initiative
January 2006 - Final Draft

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Cranberry Creek Gateway Park Project Community Engagement Plan

Step 4: Evaluation and Adaptation

A community engagement plan is a work in process. No plan can anticipate every twist and turn
in a project, especially one as complex as the Cranberry Creek Gateway Park project. Rather, a
community engagement plan is a living document that will require changes and updates as the
project unfolds, unanticipated issues emerge, and new stakeholders and partners come forward.
For these reasons, it is important to build in opportunities to obtain feedback and make
adjustments to the community engagement plan and process.

Obtaining Feedback.

Web site - post a survey or questions that the community can access and fill out
Community Meetings - use partners' scheduled meetings to ask for input
Comment Cards - create a comment card that can be filled out and returned at events

Here are some basic evaluation questions to ask the community.

Information

•	Are you receiving information on the project?

•	Is the information you receive on the project informative?

•	Does the timing of information updates work?

•	Do you have any suggestions for improving the content?

•	Do you find it easy to access or find information on the project?

•	Should we be using other communication mechanisms to get information to you?

Participation

•	Do you feel informed about opportunities to participate in the process?

•	Do you feel like you are asked to participate at the right opportunities in the project?

•	Are there barriers to your participation that we should know about (e.g., are the events
held during the daytime while you're at work)?

•	Is the committee clear about what issues it wants input on and how the input will be
used?

•	Is the committee clear about how the input received has been used?

Partnering

•	Do you feel the committee has adequately used your expertise or resources as part of this
project?

•	Has the committee been willing to share its expertise and resources to help your
organization's effort?

•	Has your organization benefited from the partnership with the committee?

Developed through the Brownfields Federal Partnership Mine-Scarred Lands Initiative
January 2006 - Final Draft

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Cranberry Creek Gateway Park Project Community Engagement Plan

Appendix A
Community Engagement Outline of Activities

The following chart outlines activities discussed by the Cranberry Creek committee during the
December committee meeting. The timeframe and activity lead will be determined by the
committee.

Activity

Timeframe

Activity Lead

Develop Key Messages





Engage Stakeholders and
Partners





Create Project Fact Sheet





Host Town Hall Meeting
with Villages of Harwood,
Hollers Hill, and Cranberry





Establish Information
Repository





Create Cranberry Creek
Signage





Distribute Video





Establish Web site





Utilize Partner Newsletters





Host Community Meeting





Sponsor a School "Lesson
Plan"





Developed through the Brownfields Federal Partnership Mine-Scarred Lands Initiative
January 2006 - Final Draft

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