How to conduct a Public Meeting

Public Meeting

Public meetings are held to engage a wide audience in information sharing and discussion.

Public meetings increase awareness of an issue or proposal, and can be a starting point for, or an ongoing means of engaging, further public involvement.

Method:

1. Establish why you need to consult the community; do not hold a public meeting or consult unnecessarily; this wastes people's time, and may create disinterest for the future.
2. Consider the circumstances of the community and the issues.
3. Schedule a series of meetings. (A suggested three meeting schedule is provided below)
   
4. At the first meeting:
   
   1. Introduce project and key personnel
   2. Supply project information
   3. Allow the community to ask questions and identify issues of concern
   4. Provide contact points
   5. Identify groups with specific concerns for targeted consultation
5. Break between meetings allows participants to consider views and concerns. At the second meeting:
   1. Reintroduce project
   2. Activate good listening skills
   3. Clarification and expansion of issues
6. At the third meeting:
   
   1. Provide information and feedback on how issues and concerns are being met
   2. Presentation at the conclusion of a project or make recommendations for the community's consideration
   3. Discuss ongoing participation in the process
7. Publicise and advertise the meeting
8. Advertise weekly in local media
9. Book a venue and arrange catering with flexibility as to numbers as attendance is difficult to predict
10. Venue should be neutral territory
11. Provide no alcohol, but do provide refreshments at the conclusion of the meeting
12. Timing: Conduct the meeting at a time where the largest number of participants can attend
13. Inform participants of Chairperson, Facilitator and Guest speakers
14. Determine the conduct of the meeting. A general format is presentation followed by question time. Present the agenda at the beginning.
15. Field questions, record comments and considerations
16. Widely advise the ways feedback from the community is being incorporated into the projectAvoid allowing the meeting to be taken over by a vocal community
17. Be prepared to change tack during the meeting
18. Cater for people with disabilities or from non-english speaking backgrounds
19. Never lose your temper
20. Set up early

Uses/strengths:

• Allows the involvement and input of a wide range of people
• Can develop consensus for action on complex issues that affect the broad community.
• Disseminates detailed information and decisions throughout the community.
• Provides opportunities for exploring alternative strategies and building consensus.

Special considerations/weaknesses:

• Unless well facilitated, those perceived as having power within the community, or those who are most articulate and domineering in their verbal style can dominate the meeting.
• Participants may not come from a broad enough range to represent the entire community
• Organisers must be aware of potential conflicts.
• Community members may not be willing to work together.
• May not achieve consensus.
• Can be time and labour intensive.