Community Engagement: The Key to Sustainable Infrastructure Development

Karen Johnson • July 18, 2025

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IBTS-facilitated meeting in the community of Tiburones during the Whole Community Resilience Plan (WCRP) process. 



Introduction

Public infrastructure involves more than building physical structures; it involves building trust and empowering communities to participate in the planning process.


IBTS has years of experience offering customized support to develop and strengthen community engagement. Our approach fosters a sense of ownership in and increased support for projects that take into account community concerns, assets and goals.


This white paper discusses the process for executing a strategic community engagement plan. Doing so with intention can lead to the successful design and development of physical spaces that promote economic growth, enhance social well-being, and encourage resilience and sustainability.


Challenges in Puerto Rico’s Infrastructure Development

Puerto Rico’s infrastructure has suffered from years of underinvestment along with disasters, such as hurricane María (2017), that affected the entire Island. Damage to roads, bridges, power grids, and public transportation systems has hindered development progress. Challenges include:


  • Lack of mutual understanding and respect among residents, developers, and relevant agencies
  • Bureaucratic delays between agencies’ public announcements of support and local action
  • Unclear and unaddressed impacts on affected groups
  • Mistrust among residents due to slow recovery efforts
  • Lack of coordinated engagement strategies to restore public trust
     

Community Engagement Strategies for Facilitating Development

Community engagement seeks to involve community members in processes and decision-making to achieve long-term and sustainable outcomes. To be successful, community engagement must encompass strategies that are sensitive to the history, needs, and concerns of the community.


IBTS Puerto Rico has a wealth of experience in developing inclusive networks, listening to and understanding stakeholders, providing customized communications plans, and demonstrating success across the Island. In doing so, we have established the following three-phased approach:


  • Pre-Assessment: During the pre-assessment phase, we develop a customized engagement plan that includes detailed community profiles and community outreach efforts, and we begin conversations with local stakeholders. We identify communication channels, challenges, and opportunities for positive outcomes.
     
  • Community Engagement: Recognizing the importance of community participation and trust, we engage residents, businesses, and other stakeholders in solution-oriented discussions, creating local champions for success.
     
  • Community Satisfaction: Through ongoing communications and touchpoints, we continue the conversation, listen to feedback, and adjust as needed.

 

 

Using this approach, IBTS Puerto Rico employs multiple strategies for leveraging community engagement to benefit development. These strategies include:


  • Community-Based Coordination Hubs: We establish community advisory groups composed of key stakeholders, nonprofit organizations, and municipal representatives to serve as consistent points of contact between agencies. These hubs can facilitate ongoing communication and help navigate bureaucratic processes more efficiently.
     
  • Stakeholder Engagement & Transparency: We organize regular community forums, town halls, and stakeholder meetings to keep individuals informed about project progress, challenges, and funding timelines. Increased transparency can help build trust and reduce delays caused by misinformation or misalignment.


  • Institutional Knowledge Retention: We develop a centralized database or task force to track project progress, contacts, and procedural documentation. This ensures continuity through political or administrative leadership changes and prevents unnecessary project reevaluations.
     
  • Interagency & Local Representatives Liaison Roles: We designate local liaisons to facilitate communication between developers and municipal governments. These liaisons can help ensure that regional priorities remain central to decision-making, and project momentum is maintained despite shifts in leadership.
     
  • Collaborative Funding Strategies: We engage local businesses, universities, and nonprofit organizations in resilience and recovery planning to supplement efforts. Public-private partnerships can help sustain project funding and execution, reducing dependency on shifting federal priorities.



Implementing a Strategic Approach to Community Development

Developing and implementing a strategic community engagement plan can help improve public trust and build awareness of the many benefits of development for local residents, businesses, and other stakeholders. It can also help maintain project continuity amidst political or administrative changes. A strategic approach to community engagement should focus on the following priority areas:

 

1. Establish a Deep Understanding of Key Stakeholders:

Knowing the pain points, needs, experiences, and motivations of key stakeholders is critical to effective engagement and buy-in. These can include local community leaders, community-based and non-governmental organizations (CBOs and NGOs), residents, businesses, and non-Island stakeholders (such as investors), as well as the Puerto Rico government and local municipalities.
 

Recommendation:  Work with an experienced outreach partner who can effectively communicate, nurture relationships, and liaise among stakeholders. It’s important to establish a liaison between the community and other stakeholders both on and off the Island, ensuring clear and consistent communication among all parties involved. Doing so helps to streamline project implementation, minimize disruptions, and improve local participation.


 

2. Conduct Early, Transparent, and Consistent Communication:

Engaging community leaders and local representatives early, and maintaining transparency and regular and reliable communications over time, can streamline project implementation, minimize disruptions, and improve local workforce participation. Proactive engagement reduces public frustration and fosters cooperation.
 

Recommendation:  Host community and local stakeholder meetings to inform residents and businesses about construction schedules, expected disruptions, and alternative routes, and seek buy-in for proposed solutions. For example, work with businesses and community associations to develop mitigation plans that minimize the impact on daily operations, and engage community leaders and residents to identify alternative access routes, secure agreements for right-of-way access, and provide insights into seasonal weather patterns that may affect construction timelines. Regularly communicate benefits to the community, such as commitments to job training, utilization of local businesses, youth programs, and health and wellness campaigns.


 

3.  Engage the Local Workforce, Training, and Business Communities:

Engaging local schools and businesses reduces reliance on outside labor, lowers costs, and creates employment opportunities that benefit both the project and local communities. Likewise, an effective way to mitigate bureaucratic delays and funding challenges is through strengthening local relationships. By leveraging grassroots networks, partnerships with local organizations, and coordinated advocacy, developers can maximize available resources and accelerate project completion.

 

Recommendation: Collaborate with local vocational schools, CBOs, and trade unions to provide training programs for residents, and establish locally led planning and capacity-building programs and committees. Work with area construction companies and other vendors to utilize existing infrastructure and resources.

 

On-the-Ground Examples: Transparency, Participatory Mapping, and a Community-Led Vision

The Puerto Rico Department of Housing provides funds through the Municipal Recovery Planning (MRP) and Whole Community Resilience Planning (WCRP) programs to encourage municipalities and communities to address conditions created or exacerbated by Hurricanes Irma and Maria. IBTS Puerto Rico’s planning department has been working with communities across the island since 2023 on these resilience plans.

 

Here’s a look at how we put our community engagement strategies into action:

 

Transparency

Working In the municipality of Utuado under the MRP program, IBTS Puerto Rico held a series of open meetings with residents on the narrowed scope of the project to review and compare the vulnerabilities of several communities.


After detailed discussions, residents cast anonymous ballots, which were collected in a community-managed drop box. A designated community member counted the votes, and the results were announced immediately, along with next steps. This process not only validated the community’s voice in decision-making but also reinforced transparency and promoted a sense of shared ownership over the final resilience plan.

 

Participatory Mapping

In Paso Palma, a barrio in Utuado, IBTS Puerto Rico facilitated participatory mapping exercises for a WCRP project during which residents identified area risks, vulnerabilities, and assets. They mapped critical hazards such as recurring landslides along the main state road that intensified after Hurricane Maria and continue to block access for days or even weeks at a time, isolating residents from emergency services, food supplies, and medical care.


They also identified the low-water crossing bridge that connects Parcelas Pons, a structure that regularly floods during rain events and whose edges often collapse, cutting off the only access route. Even after the water subsides, the mostly elderly residents remain isolated for days until provisional repairs are made. The exercise not only provided essential data but also opened space for dialogue that grounded planning in real, lived experiences.


Residents also identified community strengths, such as extraordinary natural assets like Cañón Blanco, located in Parcelas Pons. The site, home to Taíno petroglyphs and recognized for its scenic and recreational value, holds historical significance and presents a unique opportunity for economic development through community-led ecotourism initiatives.

 

Community-Led Vision

In Tiburones, Ponce, IBTS Puerto Rico used the community’s historic connection to the nearby sugarcane train line to design a culturally relevant “Resilience Train” workshop. Using guided questions like “Who are we?” and “Where do we see ourselves in 5 to 10 years?” residents shared ideas on a large poster.


The exercise led to a unifying vision: “Tiburones — a self-sufficient, safe community with reliable essential services, flood-ready infrastructure, and vibrant recreational and communal spaces.”


The vision was shaped directly by the voices of the residents, many of whom are older adults, and reflected the resilience and aspirations of the entire community. 

 

These examples illustrate the importance of community engagement as part of successful infrastructure development. By integrating local perspectives, projects will not only be technically sound but also responsive to the communities they serve, and ultimately more resilient.


For more information, contact us.

“Sembrando Oportunidades” Strengthens Economic Development in Puerto Rico’s Eastern Region

January 29, 2026
Fajardo, Puerto Rico – January 27, 2026 ---With the goal of strengthening the local economic development ecosystem in Puerto Rico’s eastern region, the Institute for Building Technology and Safety (IBTS) hosted “Sembrando Oportunidades: Regional Economic Development Forum,” an initiative designed to identify strategic assets, promote cross-sector collaboration, and expand access to support tools for entrepreneurs, microbusinesses, and small and medium-sized enterprises (SMEs). The event, held at the Fajardo Multi-Purpose Center, was open to community organizations, nonprofits, government agencies, cooperatives, private-sector businesses, and the general public. Participants engaged in dialogue, networking, and collaborative action aimed at advancing a more inclusive and sustainable economic development model for eastern Puerto Rico. This initiative is part of a grant awarded to IBTS through the U.S. Department of Agriculture (USDA) Rural Development Program , which supports regional planning efforts, the strengthening of intersectoral support networks, and local economic development in rural communities. As part of its mission, IBTS works closely with communities and grassroots organizations to build skills that foster local entrepreneurship. The organization helps participants better understand the requirements of business projects and SMEs, including key tools such as strategic planning, business plan development, and networking. IBTS also supports municipalities in promoting ordinances and public policies that facilitate entrepreneurship and respond to local economic realities. In particular, IBTS has focused its efforts on the eastern region, impacting municipalities such as Ceiba, Naguabo, and Fajardo. “At IBTS, we believe sustainable economic development begins when people are connected to useful information, practical tools, and real support networks”, said Agnes Crespo, Esq., Executive Director of IBTS Puerto Rico . “Sembrando Oportunidades aims to be a turning point so more entrepreneurs and SMEs can grow with direction, structure, and access to concrete opportunities. This forum is an invitation to align capacities, join efforts, and build community-driven solutions that directly impact quality of life and economic resilience in our eastern region”, she added. Event agenda highlights included: · Presentation of key socioeconomic and business ecosystem data relevant to the region. · A participatory data validation exercise integrating collected data with local knowledge and lived experience. · A roundtable discussion with eastern-region businesses and entrepreneurs, highlighting challenges, lessons learned, opportunities, and best practices. · An open forum focused on collaborative strategies and actions for regional economic development. The event, is a collaborative effort with the Municipality of Fajardo to further strengthen regional economic development efforts to generate entrepreneurship-driven ideas, share findings from the survey conducted with local entrepreneurs, and propose practical solutions for business owners. In anticipation of a newly announced hotel development in the Fajardo area, the program also aims to train and strengthen a network of local suppliers by connecting eastern-region entrepreneurs and SMEs with opportunities to provide goods and services. This approach seeks to amplify the regional economic impact of growth and ensure broader participation in new economic opportunities. In addition to its experience managing federal disaster recovery funds and implementing renewable energy initiatives, IBTS has incorporated a renewed focus in its 2026 agenda on supporting communities and municipal governments to foster microenterprise and SME development as key drivers of regional economic growth. Participating organizations that provided guidance, resources, and presentations included: · Consorcio del Noreste · SBDTC Eastern Region · PECES · Vieques Air Link · Cooperativa Roosevelt Roads · Pathstone About IBTS: With a mission to strengthen communities, IBTS serves as a trusted advisor and partner to local, state, and federal governments in advancing economic development. Its services ensure the effective planning, implementation, and evaluation of renewable energy projects and federally funded energy and sustainability programs—optimizing performance, reducing risk, and promoting the efficient use of public funds. Beyond its expertise in solar quality assurance, IBTS’s Puerto Rico office provides services in federal fund management; disaster planning, mitigation, and recovery; municipal planning; and resilience strategies. As a nonprofit organization, IBTS is guided by a Board of Directors with representatives from the Council of State Governments (CSG) , International City/County Management Association (ICMA) , National Association of Counties (NACo) , National Governors Association (NGA) , and the National League of Cities (NLC) . For more information, visit www.ibts.org .
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How to Reduce Flood Risk and Cut Flood Insurance Costs: Top 5 Recommendations for Municipalities

July 22, 2025
Flood risk and insurance costs are growing concerns for many municipalities — but with the right strategies, local governments can make measurable progress in protecting lives, property, and budgets. The City of Central, Louisiana, offers a strong example of how targeted actions can reduce flood risk and deliver financial benefits to residents. Through a sustained partnership with the Institute for Building Technology and Safety (IBTS), Central achieved a Class 5 rating in FEMA’s Community Rating System (CRS), resulting in a 25% discount on flood insurance premiums for all Central residents and businesses. Only two other communities in Louisiana have achieved this rating. In this blog post, Brandon Whitehead, IBTS Floodplain Manager, outlines key actions that contributed to Central’s success, including his top five recommendations for how municipalities can strengthen their own floodplain management programs and improve their CRS ratings. Background: IBTS and City of Central Partnership For more than a decade, IBTS has supported Central’s municipal operations through a nonprofit private partnership (NP3) model, using an integrated and cost-effective team to deliver complete municipal services (excluding police and fire). This long-standing relationship has provided Central with specialized expertise in planning, permitting, ordinance development, and floodplain management , while maintaining consistency across compliance and emergency preparedness efforts. Following significant damage during historic 2016 flooding, Central and IBTS have taken numerous steps to reduce vulnerability, strengthen local policy, and build long-term resilience to flood risks — all of which led to an improved CRS score. The CRS is a voluntary incentive program administered by FEMA that rewards communities for implementing floodplain management practices that exceed minimum National Flood Insurance Program (NFIP) requirements. The program offers progressively greater flood insurance discounts as communities achieve better classifications, ranging from Class 9 to Class 1. As Brandon explains, “Our most recent improvement from a Class 7 to a Class 5 rating means we’re not only helping property owners save money on premiums, but also actively reducing flood risk across our community. While every community’s path will look different, there are several practical, proven steps that most municipalities can take to strengthen their CRS ratings.” Here are Brandon’s top five strategies municipalities can use to follow Central’s lead and reduce flood risk: 1. Appoint a Qualified Floodplain Manager CRS success starts with strong leadership. Central designated a floodplain coordinator with technical expertise and deep knowledge of FEMA regulations, ordinances, and compliance. Rather than tasking administrative staff with this complex role, cities like Central have brought in specialists — in this case, through IBTS — to guide CRS strategy and implementation. 2. Strengthen Local Ordinances for New Development Central updated its development codes to protect existing properties from increased runoff and flood risk. These updates include: Enhanced drainage requirements for new construction Mandatory assessments to ensure no off-site impact (upstream or downstream) Stricter elevation rules for buildings in flood-prone areas Reduced substantial damage threshold from 50% to 45% of pre-disaster market value, triggering elevation requirements for more structures These changes not only supported CRS goals but also reflected Central Mayor Wade Evans’ push for smarter development and public safety. 3. Use GIS and Modeling Tools to Map Risk With support from engineering partner CSRS, Central developed a hydraulic model to monitor drainage systems and identify high-risk areas. With these tools integrated into the City’s GIS, development applications could be evaluated for impact — enabling more informed planning decisions and protecting legacy neighborhoods. Real-time flood gauges are now being piloted to provide early warnings and improve emergency response. 4. Establish Long-Term Hazard Mitigation Plans Central worked with East Baton Rouge Parish to develop a multi-jurisdictional hazard mitigation plan , laying the foundation for infrastructure upgrades, grant funding, and coordinated response. The CRS program awards points for these collaborative efforts, which also contribute to resilience. 5. Limit Use of Enclosures Below Elevated Structures To reduce post-disaster damage and future NFIP claims, Central implemented new limits on enclosed areas under elevated homes (typically used for parking or storage). Homeowners are required to: Keep these enclosures non-residential Sign compliance agreements Undergo annual inspections This practical policy earned CRS credit and helped preserve the intent of elevation requirements. Where to Start Communities don’t need to go at it alone. IBTS partners with municipalities to provide floodplain management services, ordinance development, planning support, and CRS strategy. Whether you’re starting with a Class 9 rating or aiming for Class 1, a structured approach can produce real, measurable benefits for your community. Interested in improving your CRS rating? Contact IBTS to learn how we can support your community’s flood resilience goals.