GRE AT L AKES AND OHIO RIVER DIVISION
PITTSBURGH DISTRICT REDEFINES STAKEHOLDER ENGAGEMENT BY JOHN KELLY, Pit tsburgh District
USACE PHOTO
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n its endeavor to generate the message of and vision for the future of its recreation sites, the U.S. Army Corps of Engineers (USACE) Pittsburgh District changed the way it interacts with its stakeholders and the public. Traditionally, USACE used a relatively rigid and predictable stakeholder engagement system to ensure that the public is aware of changing conditions at critical projects. This top-down approach can lead to stakeholders feeling like a small part of the process – not anymore. To lead the change, Pittsburgh District brought in Andrea Carson as its master planner to oversee the process. This new approach to public partnering can be seen in the district’s master plan public meetings. Carson used these public meetings to augment the district’s traditional methods and create a process that brings critical information to public stakeholders and ensures each stakeholder gets an opportunity to provide input. “Getting out into the public and hearing firsthand from our recreation customers how they use and want to use our facilities [are] vital components in the decision-making process,” Carson said. “It’s important for us, at the Corps, to ensure our users play a role in the process and that it’s been transparent and as fair as possible.” The resulting process addresses the risk of stakeholders not feeling like part of the discussion by changing the top-down dynamic to one of an inclusive dialogue and strategic analysis. This type of environment fosters ideas and allows for maximum flexibility to adapt to stated public needs. “Knowing how the public wants to use our facilities allows us to make better-informed decisions,” said Carson. “We want to know what currently works well, as well as where the challenges are because it’s in those challenges that we have the greatest opportunity to improve.” Now, at the forefront of the discussion, are the district’s partners and a greater sense of community. It brings everyone onto a level field where ideas and questions can be shared openly, rather than a single entity dictating every move. Partnering with other agencies like the Ohio Department of Natural Resources (ODNR) provides a broader view of possibilities. “This type of face-to-face conversation is critical to ensuring that all stakeholders have an opportunity to dive into what they see as priorities and contribute their perspective to the larger conversation,” said John Trevelline, ODNR.
Andrea Carson and members of the Pittsburgh District master plans team field questions from local constituents during a meeting in Wilcox, Pennsylvania, April 2018.
Having the opportunity to speak directly with experts allows the process to drive toward big ideas. “These master plans guide the use of government-owned and -leased lands around the lake in a way that promotes safe and healthful use while maintaining environmental safeguards to ensure a quality resource for public use,” said John Chopp, wildlife biologist, Pittsburgh District. According to Col. Andrew Short, district commander, the process is effective. “We are fortunate to have the best team helping to meet the needs of all stakeholders inside a process which is uniquely intimate and effective,” said Short. n
Pittsburgh District’s 26,000 square miles include portions of western Pennsylvania, northern West Virginia, eastern Ohio, western Maryland, and southwestern New York within the Upper Ohio River Basin. The district’s jurisdiction includes more than 328 miles of navigable waterways, 23 navigation locks and dams, 16 multipurpose reservoirs, 42 local floodprotection projects, and other projects to protect and enhance the nation’s water resources, infrastructure, and environment.
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