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The elements of the Public Outreach Process fall under one or more of six goals: • Inform: Widely distribute key information about the project through the outreach activities, including event announcements and fact -based data about the TCNO and the Re -envisioning process, provide access to documents, etc. • Motivate: Encourage peopleto engage throughout the process through active outreach to stakeholder groups and broad distribution of fact -based information. Use methods that gather every participant's thoughts and reactions, not just those of habitual and vocal contributors. • Consult and deliberate: Invite people's honest input and encourage constructive dialogue through the engagement activities, including targeted stakeholder sessions, pop-up outreach activities, online survey, in-person events and comment forms. • Listen and absorb: Attend to what people say and genuinely focus on understanding their concerns and motivations, including through all the engagement activities and subsequent assimilation of the input gathered. • Interpret: Analyze and synthesize the community input to detect themes, identify areas of common ground and areas of disagreement, and use these in framing viable solutions to the issue at hand: to create a new values -driven vision and implementation framework for the TCNO. Summary of Public Engagement Activities The six engagement goals shaped each engagement activity's format and substance, and the type of activity determined the best tools to use. Nonetheless, flexibility was key to succeeding. The team endeavored to accommodate and encourage a wide-ranging variety of input forms (even if they sometimes meant a less meticulous documentation). For example: • "Prompt" questions were used during the stakeholder meetings, but these only served to loosely guide these candid and free -ranging conversations, which were subsequently used to identify broad issues and themes. • The pop-up outreach activities were designed to raise awareness, provide information, and serve as a prelude to the main public engagement event. However, due to the random "walk -by" nature of the participation, the exchanges were mostly casual and brief, with no registration of participant information or recording of the exact number of participants. • The Listening Session was the most structured of the engagement activities. Still, the "open -house" format of the meeting offered a flexible setting for people to interact with the project team and with each other in a constructive dialogue. While the team encouraged participants to capture the substance of those informal interactions in Post -It notes, these are probably not as detailed the conversations that took place. • The project team seamlessly switched to virtual public engagement immediately after Emergency Orders were issued the prohibited in-person interactions. • The City extended the development moratorium, in part to allow for additional virtual engagement to be conducted. The project team compiled, consolidated, analyzed and summarized all the recorded public input received throughout the Re -envisioning effort. The quality of the input added terrific value to the process, and even transformed it: stakeholder feedback helped reshape certain elements of the PEP to ensure more responsiveness to local dynamics. Likewise, community input provided direct guidance for the framing of the policy and regulatory options and other recommendations. 58 City of Sunny Isles Beach