Community Engagement Framework · Community engagement is a key part in the relationship between...

Community EngagementFramework

Story of the painting:

Council partnered with Paul Calcott to illustrate the engagement process of the Reconciliation Action Plan with Aboriginal and Torres Strait Islander peoples. The artwork depicts council’s intention in moving forward with the community towards Reconciliation, the way that we need to listen and learn from each other and most importantly together take the story back.

Below is the description of the painting in Paul’s words.

Depicts the Sunshine Coast with the hinterland in green, the beach sand (yellow and orange) and ocean (blue)

• Largecirclerepresentsthecouncilasameetingofpredominantlywhitegroupofpeople

• Pathcomingfromthecouncilcircleiscouncilgoingoutyarningwitheldersandmembersofthecommunity

• Seekingpermissionandendorsementandthenagreeingtowalktogetherandfurtheryarnwithmembersandcommunitygroups

• Circlerepresentsyarningcirclesandgatheringsofcommunitygroups,theCisthemarkleftbehindafterseating–blackandwhiterepresentblackandwhitecommunityhowevertheyellowrepresentscommonlifeforce,wearealllivingbeings,weareone...mutualrespect

• Lastcirclewewalkbacktocounciltogetherwiththeinformationthathasbeengatheredfromcommunityinawaytomoveforward.

Sunshine Coast Council would like to acknowledge:

• InternationalAssociationforPublicParticipation(IAP2)as a best practice framework for community engagement. CouncilacknowledgesthattheIAP2spectrumunderpinsthis document and council commits to striving towards this internationally recognised standard.

• allcouncilstaffwhocontributedtheirtimeandexpertisetothe development of this Framework.

• EngagementPlusforcoordinatingtheproject.

REvIEwDAtE-July2014

CoNTeNTS

1.0 What is community engagement? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

2.0 The purpose of the Community Engagement Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12.1HowtousetheCommunityEngagementFrameworkandassociatedtoolkit . . . . . . . . . . . . . . . . . . . . . . . . . . 12.2Intendedusers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2

3.0 Community engagement and the local government context . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

4.0 The benefits of community engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

5.0 International Association for Public Participation Framework and Spectrum . . . . . . . . . . . . . . 3

6.0 Community engagement and the Sunshine Coast context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66.1vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66.2Council’sCommunityEngagementPolicy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

7.0 Key Protocols . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87.1Internalengagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87.2Councillorsandcommunityengagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87.3 Community Engagement Calendar and Register . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97.4RoleofCustomerRelationsBranch–MediaandPublicRelationsteam. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97.5 Taskforces and advisory groups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117.6 Aboriginal and Torres Strait Islander People protocols . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127.7Engagingwithspecificcommunitygroups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

8.0 Techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .178.1techniquesforInformationSharing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 188.2techniquesforSeekingFeedback . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 188.3techniquesfore-Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 198.4techniquesforInvolvingGroupsofPeople . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .208.5techniquesforClosingtheloop . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

9.0 The Eight-Step Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 239.1Step1–Decidingtoengage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 249.2Step2–Determiningthepurposeforengaging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .269.3Step3–Identifyingwhotoengagewith . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .279.4Step4–Choosinghowtoengage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .299.5Step5–Confirmingyourcommunityengagementplan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .309.6Step6–Startingyourcommunityengagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 319.7Step7–Analysingandevaluatingcommunityengagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 329.8Step8–Closingtheloop . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .34

10.0 Templates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3510.1CommunityEngagementPlan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

11.0 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

FRAMEWORK

Community Engagement

1.0 whaT iS CommuNiTy eNgagemeNT?

The term ‘community engagement’ incorporates information sharing,consultation(seekingfeedback)andactiveparticipation(involvement,collaborationandempowerment)between government and communities.

Councildefinescommunityengagementas:

An ongoing dialogue with our community to identify civic issues and opportunities, to assist with planning and inform decision making.

Community engagement does not replace council’s responsibility for decision making. The purpose of gaining input from the community is to enhance council’s decision-making processes.

Community engagement is a key part in the relationship between council staff, councillors and the community. It is the process of working collaboratively with groups of people linkedbygeographicproximity,specialinterestorsimilarsituations to address issues affecting their well being.

theCommunityEngagementFrameworkprovidesthecontextin which to plan and implement a community engagement processforidentifiedprojects,strategiesanddecisionmakingprocesses. The Framework outlines the relationship between council’s Community Engagement Policy, the Eight-Step Process to develop a community engagement plan and other related protocols.

2.1 How to use the Community Engagement Framework and associated ToolkitThe community engagement process itself can take many forms.However,itshouldstartintheplanningstagesofanyinitiative,beitpolicyoraproject,thatimpactsonthecommunity. Staff are encouraged to tailor each community engagementprocessbasedon:

• SunshineCoastCouncilCommunityEngagementPolicy1

• theeightstepsoutlinedinthisFrameworkforeffectivecommunity engagement practices

• Appropriateuseofcommunityengagementprocessesandtools

• Issuesandsectorsyouareworkingwith

• Pastexperienceandcurrentactivities

• Managementrequirements

• Professionaljudgement

The Community Engagement Framework is complemented by the Community Engagement Toolkit. The Toolkit contains a descriptionofthefollowing:

• techniquesforInformationSharing

• techniquesforSeekingFeedback

• techniquesfore-Engagement

• techniquesforInvolvingGroupsofPeople

• techniquesforClosingtheloop

Eachtechniquedescriptioncoversconsiderationsfortechniquedelivery,ideasforevaluation,tipsandassociatedcosts. The Toolkit also contains information about available councilresources,bothpersonnelandequipment,aswellas useful templates to assist with the implementation of a community engagement plan. Together, the documents are a practical guide to plan and implement community engagement processes.

2.0 The purpoSe oF The CommuNiTy eNgagemeNT Framework

FRAMEWORK 1

The LocalGovernmentAct20092 has introduced new measures for councils undertaking and reporting on community engagement activities in local government. The localGovernmentAct2009requireslocalgovernmenttouphold the principle of ‘democratic representation, social inclusion and meaningful community engagement’ and now requirescouncilstodevelopacommunityengagementpolicy,a long-term community plan and provide annual reporting on community engagement activities.

Where in the past it has been best practice for local governments to engage with communities, there is now the legislative direction to ensure it happens across all local government areas.

The IntegrityAct20093 also applies to the work of council officersandcouncillors.therelevanceofthisisthatcouncilofficersandcouncillorsmustactinanethicalwayandwithintegrity in the work they do representing and operating their localgovernmentarea.thereshouldbenoconflictofinterestbetweenaperson’spersonalinterestandtheperson’sofficialresponsibilities.theexplicitrolesandresponsibilitiesforofficersandelectedmembersisalsoanimportantfactor.

Everycommunityengagementprocessisunique.However,efficiencyandqualityofoutcomescanbeachievedthroughadherence to consistent practices. This Framework builds on council’spastregionalexperienceincommunityengagementand draws on best practice standards.

3.0 CommuNiTy eNgagemeNT aNd The loCal goverNmeNT CoNTexT

By working through the Community Engagement Framework you will have a thorough understanding of the principles behind good community engagement practice andbeabletodevelopaplanforyourownproject.

The Community Engagement Toolkit contains additional tools and tips to support you in the implementation of your plan.

2.2 Intended usersThe Community Engagement Framework has been developed for staff and councillors of the Sunshine Coast Council, and anyexternalconsultantsworkingwithcouncil,toprovideguidelines on how to involve internal stakeholders and the community in council’s decision-making processes.

This Framework is an interactive document that aims to assist you in planning, implementing and evaluating communityengagementaspartofyourproject.

Community Engagement 2

Sunshine Coast Council has adopted the International AssociationforPublicParticipation(IAP2)frameworkinthese guidelines and its community engagement policy inrecognitionthatIAP2isaworld-classleaderintheengagementofcommunities.IAP2hasdevelopedaspectrumfor community engagement which provides a methodology fordeterminingwhatlevelofinfluenceacommunityhasover a decision and therefore what level of engagement is appropriate.theIAP2Spectrum4 shows that differing levels of participation are appropriate, depending on the outcomes, timeframes, resources and levels of concern or interest in the decision to be made.

Mostimportantly,istherealisationthateachparticipationlevelinvolves a promise made to the community. If the promise is not defined,orisunderstooddifferentlybytheparticipantsandthedecision maker, the process may result in dissatisfaction and/or disillusionment. At all public participation levels, promises should be made clear and upheld.

theIAP2Spectrumisatoolthatenablestheusertodetermine the level of engagement and the most suitable techniquestouseduringtheengagementprocess.

therearefivedifferentlevelsofengagementwithintheIAP2Spectrum, which should be used as a guide in determining the level of community engagement to be considered. For example,ifthecouncilhasmadeadecisionregardingaproject,anditisnotactivelyseekingcommunityinputthen‘Inform’ is the most appropriate category. On the other hand, if the outcome is of high community concern, then you may need to ‘Involve’ or ‘Collaborate’ with the community to determine an outcome that meets both the community and council needs.

thereisanincreasingexpectationthatalllevelsofgovernment are transparent and accountable in the way they do business.

Community engagement provides a valuable link between the councillors, the council organisation and the community they serveby:

• Enablingthecommunitytobebetterinformed

• Reducingthelevelofmisconceptionormisinformation

• Ensuringcommitmentandgreaterownershipofthefinaldecision by the community

• Strengtheningrelationshipsbetweencouncilandthecommunity

• Encouragingthecommunitytoputforwardideas

• Assistingcounciltogainabetterunderstandingoflocalneeds

• Helpingtoidentifyissueswhichmaynototherwisehavebeen considered

4.0 The beNeFiTS oF CommuNiTy eNgagemeNT

5.0 iNTerNaTioNal aSSoCiaTioN For publiC parTiCipaTioN Framework aNd SpeCTrum

FRAMEWORK 3

Asummaryofthefivedifferentlevelsofpublicparticipationandthedefinitionforeachisoutlinedinthetablebelow,alongwiththesuggesteddecisionmakerforeachlevel:

IAP2 LEVEL OF INFLUENCE

DESCRIPTION OF INTENTDECISION MAKER

Inform toprovideinformationabouttheproblemorprojecttobeaddressed.CouncilConsult To seek an opinion or input to inform a decision.

Involve To engage with stakeholders in order to understand and consider their input and feedback.

Collaborate To work in partnership to come to a decision.Community and Council

Empower To give the decision-making role to the stakeholders. Community

Table 1:Differentlevelsofcommunityengagement,descriptionofintentandidentificationofthedecisionmaker.


of Public Participation

IAP2 Spectrum

FRAMEWORK 5

6.0 CommuNiTy eNgagemeNT aNd The SuNShiNe CoaST CoNTexT

6.1 VisionThe Sunshine Coast Region is made up of many different and diverse communities. As such, there are many communities of interest.thisdiversityisalsoreflectedinthecouncillorswhoare elected to represent the different council divisions.

The Sunshine Coast Council is striving to achieve a vision of becoming Australia’s most sustainable region – green, vibrant, diverse.

To achieve this vision council and the community will need to develop capacity and capability to co-create sustainable communities. This will be supported by a robust community engagement framework that can be used consistently across council.

Communityengagementisidentifiedasapriorityincouncil’sCorporatePlan2009–20145undertheGreatGovernancetheme.

Emerging priority 8.1Ethical,accountableandtransparentdecision-makingidentifiesthreekeystrategieswhichaimtomake council decision-making processes more open. These strategiesare:

• 8.1.1 Developandimplementagovernanceframeworkthat provides transparent and accountable processes and enhances council’s reputation

• 8.1.2 Ensurelegislativecomplianceandawareness

• 8.1.3 Councillorsandemployeesareawareoftheimportance of ethical behaviour, compliance with codes of conduct and providing complete information and advice

Emerging priority 8.6Aninformedandengagedcommunity identifiesthreekeystrategieswhichaimtoimprovecouncil’scommunity engagement approach and better align council’s businessactivitieswithcommunityexpectations.thesestrategiesare:

• 8.6.1 Developacommunityplanthatsetslongtermdirections and aspirations for the future of the region

• 8.6.2 Establishacommunityengagementframeworktogather community feedback, build relationships and allow input into council decision making

• 8.6.3 Keepthecommunityinformedaboutcouncil’sactivities through a wide range of communication tools

6.2 Council’s Community Engagement PolicyCouncil adopted its Community Engagement Policy in August 2009withthepurposeofprovidingdirectionforitscommunityengagement activities. The scope of the policy applies to all facets of council’s operations including council’s corporate, landuseandfinancialplanninganditsday-to-daybusinessactivities.

The Community Engagement Policy encourages a principle-based approach to community engagement activities. Each principle seeks to clarify the purpose of why council engages with the community and guide how that engagement occurs.

6.2.1 Engagement PrinciplesKeytobuildingconsistencyinthepracticeofcommunityengagement is the use of a principle-based approach. Principles guide us by providing direction to commence engagement, and can help resolve challenging issues during an engagement process. In this way principles can also act as an effective evaluation tool at the end of an engagement process.Council’sCommunityEngagementPolicyidentifiesthefollowingprinciples:

• Timeliness

Councilwillengagewithitscommunityinwaysthataretimely,opentoall,easilyunderstoodandnotoverlybureaucraticorresourceintensive. To uphold this principle it is necessary to thoroughly and comprehensively plan forthecommunityengagementelementsofaprojectpriorto commencement so that engagement is given genuine attention, appropriate resourcing and realistic timeframes.

• Information and Feedback

Thecommunityhastherighttobewellinformedonissuesandreceivefeedbackfromcouncilonhowitsinputhasbeenusedtoinformcouncildecisions. Communication with the community is critical to the success and ownershipofprojects.Awell-informedcommunitymakes for well-informed decision making. The practice of providing feedback to the community on how their input hasbeenusedtoinfluencetheprojectorissuesmakesexplicitthevalueinparticipatinginengagementactivities.

• Mutual Respect

Council’sgoalisoneofinclusiveinvolvement.Allvoicesmatter,allopinionsarevaluedandconsidered. Everyone has a right to have a say in matters that impact on them. Opportunities for the diverse communities of the Sunshine


Coast to participate need to be created with special consideration given to those communities that traditionally do not have a strong voice or that it may be more challenging to engage.

• Action Learning

Counciliscommittedtothedevelopmentofinnovativeengagementapproaches,learningfromeachengagementexperience,andusingsuchlearningtoimproveourapproachestoengagement. Strategies in place to support this principle include the Community Engagement Calendar and Register, training and access to in-house Community Engagement Champions. Using thorough evaluation approaches assists in continuous improvements.

• Foresight

Councilengageswithitscommunitynotonlytolearnabout and respond to present needs, but also to gain abetterunderstandingofourcommunity’sperspectiveonemergingissuesthatmayaffectourpreferredfuture. The Sunshine Coast Community Plan is in essence the foresight principle, capturing the vision and aspirations for the long-term future of the region. The Sunshine Coast Community Plan will guide all other planning processes for council.

The Community Engagement Policy and the Sunshine Coast Community Plan are available on council’s website.

FRAMEWORK 7

7.2 Councillors and community engagementEngagement occurs at all levels of local government. Councillors play an important role in representing the interestsofresidentsandratepayers.thisrequiresasolidunderstanding of community needs and the ability to set objectivestomeettheseneeds.Providingcommunityleadership, guidance and facilitating communication between the community and council is the core business of a councillor.

Oftencouncillorsarerequiredtoestablishprioritiesbetweencompeting demands for limited resources. This means that councillors need to be able to access many and varied views that will enable them to make balanced decisions based on a whole-of-community view. Community engagement is therefore critical to the success of the relationship between the councillor, the community they represent and Sunshine Coast Council.

Any engagement process being undertaken by council needs the involvement of the relevant divisional and portfolio councillor/s. Councillors have a mandate to lead and identify opportunitiesforchangeandtheirroleisoneofinfluence.Closecollaborationbetweenaprojectteamandcouncillorpresents a partnership that is consistent, collaborative and focused on outcomes.

When staff and consultants are working with councillors they shouldconsider:

• Councillors’wealthofinformationaboutthecommunitythey represent including valuable networks, issues and opportunities

• Councillors’obligationsunderthelocalGovernmentandIntegrityActstodiscloseconflictsofinterest

• thedemandsoncouncillors’time,theiravailabilityandthelimited resources at their disposal

• theprotocolsforinteractionbetweenstaffandcouncillors

• Currentadvisorygroupsthatcouncillorsmayparticipatein,inanofficialorunofficialcapacity

• Finaldecisionmakingrestswiththewholeofcouncilrather than an individual councillor.

7.1 Internal engagementCommunity engagement is something most of us carry out within our daily work. Liaison with members of the community, suppliers, contractors, internal staff and councillors, and daily communication with your colleagues are all elements of community engagement.

therearemanybenefitsofinternalengagementincludingimprovementstoprojectmanagement.Byinvolvingotherrelevantbranchesinyourprojectearlyintheplanningstage,you can become aware of potential issues, possible new solutionsandpotentialflow-onimpactsaffectingthedeliveryofyourproject.

The implications of not engaging well with internal stakeholderscaninclude:

• lackofownershipofprojectorstrategy

• Projectdelayscostingtimeandmoney

• theperceptionbythecommunitythatdifferentdepartments within council are operating in silos

• Potentialtomissinnovativeandsustainableprojectoutcomes

7.0 key proToColS

Internal engagement in the planning phase of your project is CRITICAL. Engage widely.


7.4 Role of Customer Relations Branch – Media and Public Relations team7.4.1 Communication PlanningtheMediaandPublicRelationsteamincouncil’sCustomerRelations Branch provides communication, public relations and media advice and guidance as part of its communication planningservice.ProjectManagersmustalwaysadvisetheteam of any planned community engagement activities and to access the team’s services. A minimum of two weeks’ notice must be provided to allow time to formulate this component of your plan. The team provides access to a number of corporate communication tools and channels with individual timeframes and deadlines. These will be discussed during the development of your communication plan.

This communication planning stage is also the time to discuss yourgraphicdesignrequirements.Pleaseberemindedthatsub-brands are not allowed to be developed as per council’s BrandPolicyandGuidelines.thisistoensurethatthecommunityengagementprogramcanbeclearlyidentifiedasa council program.

Council does not offer a centralised booking and placement serviceforprintads.thisistheroleoftheProjectManager(oryourBranch/Department’snominatedstaffmember)leadingtheproject.theMediaandPublicRelationsteamdoes provide advice on where to best place your ads to get value and offers a centralised advertising service for all broadcastadvertising(radio/television).

Information and guidelines on correct advertising processes canbefoundontheintranetunder‘Services’.thisincludes:

• Brandmanual–Advertisingtemplateshavebeendistributedtoallmediaoutletsandprovideexamplesofcouncil’s advertising style. It is also a great guide to use whenproofingyourads.

• AdvertisingProcess–Step-by-step,easy-to-followinstructions for placing all print advertisements.

• Advertisingcontactsandrates–thisincludesratesandwho to contact at each publication.

7.4.2 Our Place Our FutureCouncil has developed the branding Our Place Our Future forallstrategicplanningprojectssothattheseactivitiesareeasily recognisable by the community. No additional sub-brandingforparticularprojectsisthereforeallowed.

7.3 Community Engagement Calendar and RegisterCouncil has developed a Community Engagement Calendar. withawholerangeofprojectsgoingonthroughouttheorganisation, it is very easy to begin planning your community engagementprogramdatesonlytofindsomeoneelsewithincouncilisalreadygoingouttothecommunitywithaprojectat the same time. It’s important not to allow the community to suffer ‘engagement fatigue’. Clashing community engagement programscanmeanarangeofthingsforcouncilincluding:

• Notreceivingtheresultyouwerelookingforbecauseyourcommunication plan is in competition with other plans

• Communityfeelingsofbeingover-consultedandaperceptionthat“councilkeepsaskingquestionsbutnotdelivering” or “the left hand doesn’t know what the right hand is doing”

• wastingtimeandresources

A simple check of the Community Engagement Calendar will help you plan your community engagement program to receivemaximumoutcomes.thismaymeanchangingyourdates or even working with another area of council to piggy-backengagementprograms.Someprojectscancomplementothers, saving time and resources and potentially resulting in betteroutcomesforthecommunity.Makesurethatonceyouhave your community engagement dates in place, you include them and all the details in the calendar.

The calendar is found on the intranet under ‘Services’ Community Engagement.

The Community Engagement Register is a record of present and past engagement activities. The register is a starting point to review information about previous consultations that may be able to assist with planning engagement for yourproject.youmayfindtheinformationyouarelookingfor already available and avoid the need to plan for an engagement activity. The register will also provide information about what worked and what didn’t in different engagement scenarios. By collaborating internally it’s possible to achieve increasedefficienciesandoptimalresultsinaccordancewithcouncil’s Engagement Principles.

The register is found on the intranet under ‘Services’ Community Engagement.

FRAMEWORK 9

If you are considering using one of these tools it is important you contact Information Technology Services to ensure their compatibility with council’s systems.

Survey Monkey

Design, collect and analyse online surveys

www.surveymonkey.com

Bang the Table

Interactive forum linking discussion topics to library items, projectteammembers,keydates,surveysandexternalwebsites, analysis and reporting capabilities.

www.bangthetable.com

Darzin

Data analysis and stakeholder management

www.darzin.com

Consultation Manager

StakeholderRelationshipManagement

www.consultationmanager.com

Objective - uEngage

uEngage is a multi-channel, web-based consultation platform for consultation management, analysis and reporting.

www.objective.com

7.4.3 e-EngagementThere are a number of opportunities for engaging with the community using online platforms. The in-house online engagement opportunities currently available to council include:

• Council’swebsite(www.sunshinecoast.qld.gov.au)offersdedicatedprojectwebpages.DiscusshowtoaccessthesewiththeMediaandPublicRelationsteam.

• Onlinequestionnaires/surveysandanalysis.CounciliscurrentlyusingatoolcalledSurveyMonkey www.surveymonkey.com. Discuss how to access these withtheMediaandPublicRelationsteam.

• liveChat–customerinquiryrespondedtobytheCustomerContactCentre.thisrequiresextensivebriefingoftheCustomerServiceCentreofficersbytheProjectManager.

• Council’sFacebookpage.DiscusshowtoaccessthesewiththeMediaandPublicRelationsteam.Alsorefertothe SocialMedia–guidelinesformanagementanduse6 on the intranet for further information about council’s Facebook activities.

thereareanumberofotherexternalonlineengagementapplicationsavailabletocouncilprojectsforafee.yourengagement planning process will need to allow for the setupandexpenseoftheseapplications.thenameoftheapplication and a short description is provided below.


7.5 Taskforces and advisory groupsFrom time to time council may establish taskforces and advisory panels to provide council with advice on key strategic issuesormajorprojects.Council’sCommunityEngagementPolicystatesthatthesetaskforceswill:

• Beestablishedbycouncilresolution

• Havespecifictermsofreference

• Exploreamajorstrategicorregionalissue

• Haveadefinedtimeframe

• Reporttocouncilatleastonceeverysixmonths

• Bechairedbyasuitablyqualifiedexternalpersonorcouncillor(withnocouncillorchairingmorethantwopanelsortaskforces)

• Identifystaffresourcestoactasprojectofficerandsecretary to the taskforce or panel.

Examplesoftaskforcesandadvisorygroupsestablishedbyresolutionofcouncilare:

• EnergytransitionReferenceGroup

• HousingAffordabilitytaskforce

• SustainabilityAdvisoryPanel

• urbanDesignAdvisoryPanel

• CyclingReferenceGroup

• CommunitytransportGroup

• tourismAdvisoryGroup

• MalenyCommunityPrecinctAdvisoryGroup

7.4.4 Social MediaThe rise in popularity and proven effectiveness of social media as a powerful tool in communicating to the wider public has resulted in the development of council’s Facebook page.

Responsibility for the management of council’s Facebook page is shared between Customer Relations Branch and the Customer Contact Centre. Facebook will be used to communicateto‘friends’to:

• Promoteandmarketcouncilevents,projectsandprograms

• Providenewsupdatesonsignificantongoingprojects

• Respondtocommunityissueswithup-to-datecouncilinformation on the issue

• ReceiveandrespondtoinquiriesandcommentssuchasCustomerRequests

• Provideup-to-the-minuteadviceandguidanceregardingdisasters and crises

Please refer to the SocialMedia–guidelinesformanagementand use on the intranet for further information about council’s Facebook activities.

7.4.5 SMS Notification SystemEmergencyalertincludingSMSwillbeusedbythelocalDisasterManagementGroup(lDMG)inthecaseofanemergencytoinformcommunitiesofapotentialmajorthreat.

Atpresent,SMSfacilityisavailableonlyforthepurposesofdisaster communication and is not available for community engagementprojects.

FRAMEWORK 11

7.6.2 AcknowledgementAn Acknowledgement of Traditional Owners is part of, and should precede, any acknowledgement of VIPs and special guests at civic occasions, functions and smaller public events. Council recommends the following for use as its Acknowledgement:

“IwouldliketoacknowledgethatthismeetingisbeingheldonAboriginallandandrecognisethestrength,resilienceandcapacityofAboriginalpeopleinthisland”.

In addition, council recommends the following wording as a longer Acknowledgement, which could be used for publications, and where a more comprehensive version is warranted:

‘WeacknowledgethetraditionalcustodiansofthelandsfromacrossQueenslandandpayourrespectstotheleadersbothpast,presentandfuturefortheyholdthememories,thetraditions,thecultureandhopesofIndigenouspeopleacrossthestate.’

For more information and resources assistance regarding Indigenous protocols, please contact council’s Community Development Branch.

For more information and resources regarding engagement withIndigenouspeople,goto:

SunshineCoastlibraries–http://sunshinecoast.qld.gov.au/library/sitePage.cfm?code=indigenous-history

SunshineCoastIndigenousNetworkGroup– http://community.sunshinecoast.qld.gov.au

7.6 Aboriginal and Torres Strait Islander People protocols Forculturalheritagepurposes,councilrecognisestheGubbiGubbiandJinibarapeoplesasthetraditionallandownersofthe Sunshine Coast. Council’s position is based on the best current information. There is, however, ongoing discussion within the local Aboriginal community regarding native title and council may change its position, if and when the Federal Court determines native title claims in the region. Traditionally, theGubbiGubbipeoplelivedonthecoastandontheadjacentrangeswhiletheJinibarapeoplelivedinthesouth-western parts of the region.

In recent years government departments and agencies, as well as private and public organisations, have put in place protocolsthatrecogniseandpayduerespectstothefirstpeople of Australia. This has occurred within the national contextofreconciliationbetweenIndigenousandnon-Indigenous Australians and an international movement that acknowledges the special and important role Indigenous communities play in the development of a country’s cultural identity.

In Australia, there are two traditional protocols that are in widespreaduse:

• AwelcometoCountryprotocol–adirectdescendantof the original Indigenous inhabitants, usually an Elder, welcomesvisitorstohis/hertraditionallands(“country”)

• AnAcknowledgementprotocol–usedbybothIndigenousand non-Indigenous speakers to pay due respect to the traditional Indigenous inhabitants7

7.6.1 Welcome to CountryWelcome to Country, also known as the Traditional Welcome, allows the Traditional Custodians of the region to give their blessing for the event to take place on their land. It must be done by a representative of the Traditional Custodians of the location at which the event is taking place.

AwelcometoCountryisusuallyusedonlyforsignificantpublic events and openings. It can include a speech and/orperformance.Generallyspeaking,thereisasmallfeeassociated with a traditional custodian performing a Welcome to Country and this should be arranged prior to the event.


Through preliminary work towards council’s Reconciliation Action Plan, a number of positive ways for engaging with the Aboriginal and Torres Strait Islander community have been identified:theseinclude:

• Acknowledgingthetraditionalcustodiansoftheregion

• RecognisingthevaluablecontributionAboriginalandTorres Strait Islander people make to the community

• Celebratingtheculture,heritageandhistoryofAboriginaland Torres Strait Islander people

• Beingawareofandcomplyingwithrelevantlegislation

• usingculturallyinnovativemethodsofcapturingideas

• Buildingrelationshipsthroughtalkingandlistening

• usingappropriateculturaltoolsofengagement

• Recognisingtheprocessmayattimesbechallenging

• Needingtobeflexibleinlearningnewwaystoengage.

For more information and assistance regarding engaging with the Aboriginal and Torres Strait Islander community please contact Community Development Branch.

7.7 Engaging with specific community groupsSome community groups within the Sunshine Coast have particular needs that should be considered when planning forengagementactivities.Belowisalistofrelevantexternalstakeholder groups and some considerations when engaging with them.

When undertaking widespread community engagement, consideration needs to be given to how your process will accommodate the particular needs of community groups within the region.

7.7.1 Aboriginal and Torres Strait Islander PeopleAtthetimeofthe2006Census,therewere3,354personsinSunshineCoastRegionalCouncilLocalGovernmentAreawhostatedtheywereofAboriginalorTorresStraitIslanderorigin.Thesepersonsmadeup1.2percentofthetotalpopulation(comparedwith3.3percentinQueensland).8

FRAMEWORK 13

7.7.3 Young peopleCouncil’s Speak Up Engage9 program involved a two-year action-basedresearchprojectonhowyoungpeopleengage.OneofthemajorprogramoutcomesisthedevelopmentoftheSunshineCoastyouthStrategy2010–2015.thestrategyhas a focus on youth engagement and commits council to engaging with young people, in all aspects of the organisation andcommunitylife,notjustthosethataretraditionallyassociated with young people e.g. skate parks. Council departmentsthatareplanningtoundertakeyouth-specificconsultation should consider utilising the Speak Up Engage youthengagementprocess,whichinvolves:

• Councilandyoungpeopleworkinginpartnership

• youth-friendlymediaandpromotion

• Socialmedia

• Interpersonal,peer-basedcommunication

Speak Up Engage is a recognisable brand within the Sunshine Coast region and young people acknowledge that it represents an authentic and credible youth engagement process. It was developed and designed by young people and therefore they have a connection and sense of ownership over Speak Up Engage which encourages ongoing interest and ultimately engagement and participation.

Council can also utilise the Speak Up Engage Facebook page to connect with young people in the community. This Facebookpage,whichwasestablishedin2009,isusedto:

• Communicateinformationaboutyouthprogramstoyoungpeople in the community.

• Createandmaintainregularcontactwithyoungpeopleinthecommunityonyouth-specificmatters,includingactivities, events, workshops and opportunities for youth engagement.

• Shareinformationoncouncil’sstrategies,programsandopportunities for young people to engage with council.

For further information on engaging young people or the Speak Up Engage program contact Community Development Branch.

7.7.2 SeniorsThe Sunshine Coast region has a large community of Seniors. They contribute valuable life skills and draw upon arangeofexperienceswhenparticipatingincommunityengagement processes. Sunshine Coast Council values Seniors’ participation in community life and acknowledges the significantnumberofsupportvolunteersfromthisgroup.

One of the biggest challenges faced when engaging Seniors on the Sunshine Coast is letting them know about your project.traditionalmarketingmethodssuchasarticlesinlocalpapersworkwellwithSeniors.However,alsoconsidertheopportunity for online engagement to complement the more traditional approaches. Success can be achieved by utilising a combinationofthefollowingcommunicationmethods:

• The Seniors Newspaper (over52,000copiesdistributedmonthly)

• libraries

• CustomerContactcentres

• Individualengagementwithlocalorganisationsworkingwith seniors

• Council’sEncompassMagazine

• Advertisinginthelocalpaperandonlocalradio

For more information and assistance regarding engaging Seniors please contact Community Development Branch.


• Explorepublicspacesforconsultationandpromotionalactivities(notallpeoplewithdisabilitieshaveaccesstocomputers)e.g.shoppingcentres,libraries,communitymarkets, community ‘free’ newspapers.

When producing written communication the following should beconsidered:

• Adapttextanddesignsforpeoplewithvisualimpairments

• Printmaterialneedstobemultipleformats(MSword,pdfsandaudioformats(andconsiderationofBraille)

When engaging with members of community with a disability during face-to-face engagement activities such as conversations, community forums, information sessions, discussiongroups:

• Askparticipantstoidentifyiftheyhaveanymobilityorotherrequirementstoparticipate(e.g.hearingloops).

• Observenon-verbalbehaviour(respectculturaldifferencesingreetings,acknowledgement,agreement–noddingoftheheadandothersuchcues).

• Choose venues that are accessible i.e. accessible walkways, lighting on pathways at night and facilities (parkingandtoiletsforpeoplewithdisabilities).Meetingsneed to be on the ground level of buildings for emergency access.

• Equipmentforworkshopsetc.needstobeadaptedtoaccommodatepeoplewithdisabilities(e.g.tables,chairs,microphones,lecterns).

7.7.4 People with a disabilityPeople living with a disability in the Sunshine Coast region are often unable to participate in community engagement processesbecauseofspecificbarrierstoparticipationthatareunintentionallynotaddressed(eitheronlineorinperson).Sometimes, it is as simple as choosing a venue that has appropriateaccess(disabilityparking,toilets,publictransport)or providing consultation documents in a variety of formats (audio,Braille).Sometimes,theneedsaremorecomplexandrequirehearingloopsorsignlanguageforpeoplewithhearingimpairments(inthecaseoftechniquesinvolvinggroupsofpeople).

If your participants are asked before the engagement activity whattheirindividualbarrierstoparticipationorrequirementsare,optionscanbeidentifiedandplannedfor.

Generaltipsforengagingwithmembersofthecommunitywithadisability:

• Acknowledgement/awarenessofdifferencesinabilities

• Alwaysrespecthumanrightsofindividuals(identifyriskofdiscrimination)

• Avoidcommunityengagementprocessesthatmayexcludepeoplewithlimitedsight/vision,hearingandmobility access.

• Choosemultipleconsultationandpromotionalmethods(web-basedandnon-web-based;forpeoplewhodon’thaveaccesstocomputers)

FRAMEWORK 15

7.7.5 People from diverse cultural backgroundsThose people for whom English is not their primary language orwhowerebornintoadifferentculturecanoftenexperiencebarriers to participation. Spending some time planning for this prior to the commencement of an engagement process can ensure you reach the diverse population of the Sunshine Coast.

Generaltipsforengagingpeoplefromdiverseculturalbackgrounds:

• Acknowledgement/awarenessofdifferencesinlanguages/body language and customs

• Alwaysrespecthumanrightsofindividuals(identifyriskofdiscrimination)

• AvoidcommunityengagementprocessesthatmayexcludepeoplewithlimitedEnglishlanguageskills(verbalornon-verbal).

• Choosemultipleconsultationandpromotionalmethods(web-basedandnon-web-basedforpeoplewhomaynothaveaccesstocomputers).

• Explorepublicspacesforconsultationandpromotionalactivities(notallpeoplefromdifferentculturalcommunitiesaccesscouncilorothergovernmentservices)e.g.shopping centres, libraries, community markets, community ‘free’ newspapers.

When producing written communication the following should beconsidered:

• usesimplelanguage,avoidacronymsorjargon

• usesymbolsandpictures

• Considerifmaterialsneedtobedevelopedinotherlanguages.

When engaging with members of the community from diverse cultural backgrounds during face-to-face engagement activities such as conversations, community forums, informationsessionsordiscussiongroups:

• Speakclearlyandsimplywithoutbeingpatronising

• Observenon-verbalbehaviour(respectculturaldifferencesingreetings,acknowledgement,agreement–noddingoftheheadandothersuchcues)

• Avoidquestionswitha‘yes’or‘no’response

• Clarifyifthepersonrequirestranslation.thetranslatingand Interpreting Service is available for use.

Translating and Interpreting Service (TIS) National

AllcouncilstaffcanusethetISNational(freetocouncilandeasytouse).toaccessaninterpreterimmediatelyviaconferencecall:

STEP 1–Ascertainthelanguageordialectrequirede.g.Italian,turkish,Harari.Checkifcouncil’slanguagebankhasanofficeravailableofthatlanguagewhomaybeabletohelpwiththesenextfewsteps.

STEP 2–CallthetISNationalon131 450–providethefollowinginformation:

• Council’sclientcode–C667243

• thenameoftheclient(personrequiringassistance)andtheir contact details

• thelanguageordialectrequired.

STEP 3–Commencecall

Pre-booking a telephone interpreter in advance will ensure thatanyspecialrequirementscanbecateredfor,andthattheservicesofthehighestqualifiedinterpreteravailablecanbesecured for the time you nominate. This may be important if your interview is likely to be of long duration, or in a new and emerging or high-demand language. Other options are also available including Automated Telephone Interpreting Service (AtIS)andon-siteinterpreting.

writtentranslationrequiresanaccreditedlanguagetranslatorespecially if there is the possibility of legal implications.

Forfurtherinformation,goto: http://www.immi.gov.au/living-in-australia/help-with-english/help_with_translating/how-use-tis/english-speakers.htm


thereareanumberoftechniquesormethodsyoucanselecttoengagewithstakeholders.Itisimportanttonotethatthereisnotonesingletechniquewhichwillbethemostsuitableineveryinstance,norwillitbelikelythatonlyonetechniquewillbeutilised.Selectingtechniqueswhichareappropriatetothepurposeoftheengagementandthespecificprojectorissuerequiresyoutomakesomejudgementinrelationto:

• Scopeofproject

• Identifiedinternalandexternalstakeholders

• Projectparameters–thedecisionstobemade,thenegotiableaspects,thenon-negotiableaspects

• Inherentissuesandrisksoftheproject.

thissectionprovidesyouwithasnapshotofpossibletechniquesthatyoucouldusetoengagethecommunity.Itisimportanttorememberthatthetechniquesyouselectmeetyourengagementobjectivesandthelevelofinfluencethecommunitywillhaveover the decision.

Formoredetailedinformationaboutspecifictechniquesandhowtoorganiseandimplementthem,pleaserefertotheCommunity Engagement Toolkit.

Community engagement objectives determine which techniques are suitable.

Techniques for Information SharingNewsletter/MediaRelease/Poster/Email/Facebook/SiteSignage

Techniques for Seeking FeedbackComment form / One-on-one Interview / Survey / Voting

Techniques for e-EngagementBlog / Online Forum / Online Survey / Facebook / File Sharing / Webpage

Techniques for Involving Groups of PeopleFocusGroup/worldCafé/FishbowlProcess/CharrettesorEnquirybyDesign/StudyCircles/ OpenSpaceMeetings/AdvisoryGroups/CitizenJury

Techniques for Closing the LoopwrittenReport/CelebratoryEvent/MayoralReception/DvDProduction

8.0 TeChNiqueS

FRAMEWORK 17

8.1 Techniques for Information SharingExample Community Engagement Objectives

Example Techniques

To provide stakeholders withbalancedandobjectiveinformationabouttheproject.

To develop widespread understanding and recognition oftheproject.

Newsletter Anewsletterprovidesinformationaboutthebackgroundtoandupdatesfortheproject,timing and a point of contact for further information.

MediaRelease Anannouncementtomediaoutlets(newspaper,radio)aboutanevent,projectorpositionincluding basic information and a point of contact.

Poster Ahighlyvisualwayofconveyinginformationaboutaprojectthatcontainsbasicinformationand a point of contact for further information.

Email Awrittenadvicetointernaland/orexternalstakeholdersinformingthemoftheproject.

Site Signage visualsignagethatgivesthepublicinformationaboutaprojectrelevanttothatparticularsite.Site signage contains basic information and a point of contact for further information.

8.2 Techniques for Seeking FeedbackExample Community Engagement Objectives

Example Techniques

To obtain feedback from the stakeholders on the proposal/options.

To communicate to stakeholders how their input has been considered in the project.

Comment Form Formal display of a plan or document is available and the community is invited to make comment or provide feedback on the proposal.

One-on-one Interview Structureddiscussionwithstakeholderstoenableinformationexchangeanddeeperexplorationofissuesandconcerns.Interviewscanassistinbuildingrapportearlyoninaproject.

Survey Astructuredtooltogatherdataandinformation,e.g.aquestionnaireusedtoassessneeds,gainfeedbackorgaugecommunityopinion.Canobtainbothquantitative(demographics,numbers,discreteanswers)andqualitative(ideas,comments,feedback)data.

Voting Once options have been worked through, decision makers present these options to the community for preferential voting. The decision makers may commit to implementing the most preferred option.

.


8.3 Techniques for e-EngagementExample Community Engagement Objectives

Example Techniques

To develop widespread understanding and recognition oftheproject.

To obtain feedback from the stakeholders on the proposal/options.

To identify and enhance opportunities for partnerships in the development and implementationoftheproject.

To provide an opportunity for stakeholders to access information and provide input at a time and location convenient to them.

Facebook The use of social networking website Facebook to share information with the community aboutanevent,program,projectorissue.Only‘friends’willreceivepostings.

Blogs Anonlinejournal-likeentryprovidingregularcommentaryregardinganissueordescriptionofevents.Blogsareusuallymaintaineddailywithmostrecentpostsdisplayedfirst.

Online Forum A group discussion about a topic or issue whereby people can participate and contribute overanextendedperiodoftime.Participantscanrespondtootherpeople’scommentsandfollow the ‘thread’ of conversation.

File Sharing The distribution or provision of access to a range of electronically stored documents includingtext-baseddocuments,video,photosandimages.

Webpage A repository of information displayed via the World Wide Web and accessible through a web browser.

Online Survey Astructuredtooltogatherdataandinformation,e.g.aquestionnaireusedtoassessneeds,gainfeedbackorgaugecommunityopinion.Canobtainbothquantitative(demographics,numbers,discreteanswers)andqualitative(ideas,comments,feedback)data.thesurveyisdistributed, completed and collated via an online environment.

FRAMEWORK 19

8.4 Techniques for Involving Groups of PeopleExample Community Engagement Objectives

Example Techniques

To seek community input into design considerations of the master plan options.

To determine community expectationsforcontinueduseof a site.

To assist stakeholders to develop a sense of ownership oftheprojectandprocess.

To work with stakeholders toconfirmthescopeoftheproject.

To identify and enhance opportunities for partnerships in the development and implementationoftheproject.

To support the stakeholders to make a decision.

To implement the decision reached by the stakeholders.

FocusGroup Semi-structured interview with a small group of invited representative participants. Can be usefulfordetermininghowtoengageonlarge-scale,long-termprojects.

PublicMeeting Formal presentation of information to the public usually involving large numbers of people. The community are then given the opportunity to provide feedback.

worldCafé worldCaféisaninformaldiscussionbetweengroupsof4–6peopleusingahost/tablefacilitatorandpredeterminedquestionsasastartingpoint.In-depthdiscussionoccursasparticipants move to different tables to add their responses.

Fishbowl Process Aprocesswherethepublicisinvitedtoviewdecisionmakerdeliberationsasifinafishbowl.

CharrettesorEnquirybyDesign Intensive workshop/s involving stakeholders and decision makers to brainstorm ideas, create options and develop criteria for decision making.

Study Circles A study circle is a series of small groups of people who work on behalf of the wider communityonaparticularissueorproject.Eachstudycircleisfacilitatedbyapersontrainedindeliveryofthetechnique.

OpenSpaceMeetings Open Space meetings are impromptu meetings whose agendas are decided upon by the people in attendance. Topics of discussion are determined by participants according to their personal interests.

AdvisoryGroups Advisory groups are a formalised process to bring representatives of the community together foraspecificpurpose.theirroleistoprovidefeedbackandadvicetodecisionmakers.Advisorygroupsareusuallyassembledfollowinganexpressionofinterestprocessandrequirethedevelopmentofcleartermsofreference.

Revolving Conversations The Revolving Conversation is a meeting without a leader. Only those seated within the inner circle are allowed to contribute to the discussion. When participants no longer wish to add to theconversationtheycanmovetotheoutercircle,allowingspaceforanewpersontojointhe conversation.


8.5 Techniques for Closing the LoopExample Community Engagement Objectives

Example Techniques

To communicate to stakeholders how their input has been considered in the project.

To celebrate the opening of a facility.

To announce the launch of an endorsed strategy.

techniqueslistedundertechniquesforInformationSharingmaybeapplicableto“Closingthe Loop”.

Written Report Asummaryreportdetailingtheprojectbackground,methodology,resultsofanengagementprocessandrecommendationsorconsiderationsfortheprogressionoftheproject.theaudiencemaybeinternalorexternalstakeholders.

Celebratory Event Aneventheldtocelebratetheconclusionofaproject(usuallytheopeningofafacility)whichmayincludesitetours,experientialactivitiesandspecialguests.

Civic Reception A function held by council and hosted by the mayor and councillors.

DVD Production Amultimediaproductiontocapturetheprogressandstoryofaproject.thesecanoftenbeusedtoshowcasetheprojectandcouncilorbeusedascasestudiesforactionlearning.

FRAMEWORK 21


9.0 The eighT-STep proCeSS

STep 1deciding to engage

STep 5Confirming your community engagement plan

STep 2determining the purpose for engaging

STep 6Starting your community engagement

STep 7analysing and evaluating community engagement

STep 8Closing the loop

STep 3identifying who to engage with

STep 4Choosing how to engage

FRAMEWORK 23

9.1 Step 1 – Deciding to engageThis step assists you to determine whether there is a need to engage. This step is essential to avoid wasted council resources and the disappointment of the community from participation in an engagement process that will

notinfluenceanoutcomeordecision.

Aseriesofpromptquestionshavebeenprovidedtohelpyou.Akey has been developed to be a visual prompt and is based on a trafficlightsystem.thelightssystemistobecomplementedbyyourprofessionaljudgementandknowledgeoftheproject.

Must engage

May choose to engage

Don’t engage

Seek more information

Question Answer Deciding to Engage CommentsHasthedecisionalreadybeenmade? Yes

Unsure

No

Inform the community only.

You may choose to engage.

unsure–findoutwhatintheprojectisnegotiable.

Isthereastatutoryrequirementtoengage? Yes

No

Engage.


Hasthecommunityalreadyprovidedfeedback on this issue?

Yes

No

Unsure


Engage.

unsure–refertotheCommunityEngagement Register

Can the community’s involvement in theprojectcontributetoorenhancetheoutcome to be achieved?

Yes

No

Unsure

Engage.

Inform the community only.


Aretherebenefitstothecommunityfrombeinginvolved(i.e.education,improvedrelations,capacitybuildingandnetworks)?

Yes

No

Unsure

Engage.



Istherebenefitorvalueofengaginginternally?

Yes

No

Unsure

Engage.

Inform internal stakeholders only.



If your responses have given you a

then you are ready to begin working on clarifying the purpose for engaging. If you have received a thenyoumightliketotalkthroughyourprojectwithaCommunityEngagementChampion.

Nowthatyouhavedecidedtoengagewiththecommunityyouneedtodetermine,usingtheIAP2Spectrum,whatlevelofinfluenceorlevelofdecisionmakingthecommunitywillhaveinrelationtodecisionsbeingmadeabouttheproject.thisisnowthestagetobeincontactwiththedivisionalcouncillortojointlyestablishtowhatextentthecommunitycaninfluencethedecision-making process and what level of engagement council is agreeable to.

Remember,ifyoufeel“Inform”isthelevelyouarelikelytobeworkingatforyourproject,youstillneedtoreachthisdecisionthroughdiscussionwiththeprojectteamandwiththeappropriatedivisionalcouncillor.

toassistyouindeterminingtheappropriatelevelofcommunityinfluence,thefollowingpromptscanbeused.Inconsideringyourresponsesyourprofessionaljudgementanddiscussionwithcolleagueswillbenecessary.Asyoubecomemoreexperiencedinengagementpractice,determiningtheappropriatelevelofinfluencewillbeeasiertoestablish.

Prompt Anticipated Impact/ValueLow Moderate High

Howwouldyouratethecurrentoranticipatedlevelofcommunityinterestintheproject?whatlevelofinfluencewillthecommunityhaveontheproject?Howwouldyouratetheneedforadditionalinformation:• toprogresstheproject• tounderstandcommunityvaluesandaspirations• toassistthedevelopmentofpolicyHowwouldyouratetherisktocouncilifthecommunityisnotengagedfromthefollowingaspects?• Social• Environmental• EconomicIfcouncildidnotinvolvethecommunityintheproject,whatlevelofresponsewouldyouanticipate from the community?• Political• Mediacoverage• ComplaintsHowwouldyouratetheproject’simpactonthefollowing:• Region• District• Suburb• NeighbourhoodHowwouldyouratethepotentialfinancialimpactofyourprojectontheoverallcouncilfinancialoperations?Howwouldyouratethecomplexityoftheproject?Howwouldyourateyourneedforspecialisedskillsetsorinputfromspecialistsorexternalstakeholders?

Consideringtheresponsestotheaboveprompts,useyourprofessionalassessmentofthetabletogetherwiththeIAP2Spectrum(goalandpromise)todeterminethebestfitforthelevelofinfluencethecommunitycouldhaveontheprojectorthedecision to be made.

If after working through this step you are still having difficulty, contact a Community Engagement Champion or the Partnerships and Engagement Branch for assistance.

FRAMEWORK 25

9.2 Step 2 – Determining the purpose for engagingThis step has been designed to assist you to clarify why you are engaging with the community and to identifycommunityengagementobjectivesrelevanttoyourproject.

In all projects some decisions are non-negotiable, others may be negotiable. Thinking about your project, what decisions may be negotiable?

Non-negotiable Negotiable

For both negotiable and non-negotiable items you will need to determine community engagement objectives. Communityengagementobjectivesdescribewhatneedstobeachievedwithyourstakeholdersinthedeliveryofyourproject.Someoftheobjectiveswillbeaboutactionsoractivitiesandsomewillbeabouttherelationshipswithstakeholders.Inotherwords,communityengagementobjectivesdescribe:

• whyyouneedtoinvolveinternalandexternalstakeholders

• whatyouareseekingfromthem

• whatinternalandexternalstakeholdersmaybeseekingfromtheprojectteam.

Somesamplegenericcommunityengagementobjectivesarelistedbelow:

Community Engagement ObjectivesActions and activities toprovidethestakeholderswithbalancedandobjectiveinformation.

To obtain feedback from the stakeholders on the proposal/options.To understand the issues, concerns and hopes of the stakeholders.To support the stakeholders to make the decision.Createmultiplewaysforstakeholderstoprovideinputtotheproject.Ensurestakeholdersareawareofhowtheirinputhasbeenconsideredintheproject.For the engagement process to be open and transparent.toworkwithstakeholderstoconfirmthescopeoftheproject.todevelopsharedunderstandingofthelocalissuesandfactorsimpactingontheproject.

Relationships To partner with the stakeholders.Assiststakeholderstodevelopasenseofownershipoftheprojectandtheprocess.To develop mutual trust with key stakeholders.

The following prompts may help you to determine what you want to achieve by engaging the community.

• Informationgatheringonly;locationorinterest-specific?

• Identificationofneeds

• Obtaininglocalknowledgeorlocation-specificinformation

• Obtainingfeedbackonproposedactivity

• validationofresearchfindingsorrawdatasets

• Seekingguidanceordirection.(e.g.commentsonadraft)

• Generatingideas

• Partneringwithcommunityfordeliveryofproject

• Other


9.3 Step 3 – Identifying who to engage withthisstepexplorestheappropriateandrelevantstakeholderswhoshouldbeinvolvedintheengagementprocess.Identificationofkeystakeholdersisvitaltothesuccessoftheprojectandcaninvolvemembersofthecommunity(externalstakeholders)andstaffandcouncillors(internalstakeholders).

thefollowingresourcesmaybeusefulindevelopingastakeholderlist:

• CommunitywebPortal http://community.sunshinecoast.qld.gov.au

• MyCommunityDirectory www.mycommunitydirectory.com.au

• CommunityEngagementRegister

• DivisionalCouncillors

• Councilofficers

whenconsideringstakeholdersthereisvalueinundertakingaStakeholderAnalysistobetterunderstandexpectations,howeachstakeholdercanaddvaluetotheprojectandcommunicationneedsthatthestakeholdermayhave.PleaserefertotheCommunity Engagement Toolkit Templates section for a Stakeholder Analysis template.

thetablesbelowaredesignedaspromptstohelpyouidentifyinternalandexternalstakeholders.

Who are the INTERNAL stakeholders to involve or be responsible for a role in the engagement process?CEOandExecutiveOffice Customer ContactMayor LibrariesDivisional Councillor Assets and InfrastructurePortfolio Councillor Information TechnologyCommunity Services Department MarketingandCommunicationFinance and Business Department OtherInfrastructure Services DepartmentRegional Strategy and Planning Department

Who are the members of the Project Team associated with this engagement process?ProjectteamMember Role

Who are the EXTERNAL stakeholders to involve in the engagement process?Generalcommunity State and federal governmentCommunity organisations/groups Peak bodiesExistingadvisorygroupsAboriginal and Torres Strait Islanders Industry groupsSeniors Private enterprise People from diverse cultural backgrounds Local businessYouth sector including young people UnitywaterDisability sector Other

FRAMEWORK 27

Otherconsiderationsrelatingtostakeholders:

• whatlevelofinformationdostakeholdersneedtomakeaninformeddecisionabouttheproject?

• whatlevelofinformationarestakeholderslikelytoseek?

• willallstakeholders’contributionsinfluencetheprojectequally?

• Isacommunityleaderavailabletoassistwiththecommunityengagementprocess?

• willeveryoneinterestedinorpotentiallyimpactedonbytheprojecthaveanopportunitytobecomeinvolved?

• Haveeffortsbeenmadetoincludeunder-representedcommunitiesinallcommunityengagementprocesses?

• Arethereanyanticipatedbarrierspreventingstakeholderparticipationsuchasphysical,communication,economic,language, cultural and social barriers?


9.4 Step 4 – Choosing how to engageThis step enables you to identify and develop the appropriate methods to engage with the community. It givesyouthetoolstoselectengagementprocessesortechniquestomeetyourcommunityengagementobjectivesandtheneedsofyourstakeholders.RememberthatthetechniquesyouchoosetoincludeinyourcommunityengagementplanwillalsobeinfluencedbytheIAP2spectrumlevelofinfluencethecommunitywillhave,asdeterminedinstep2.

List possible techniquesAnumberofdifferenttechniquesmaybesuitabledependingonyourobjectives.

Community Engagement Objective Possible Techniques

Considerations to refine choicesOnceyouhaveidentifiedseveraloptionsthatmeettheseobjectivesitisimportanttoevaluatetheseoptionsintermsoftheirsuitabilityinrelationto:

• Stakeholders’needs

• Howmanyparticipantsmightbeinvolvedintheprocess?Aworkshopfor40peoplewillrequiredifferentlocationsandresourcesthanaworkshopfor400people.

• whatscaleistheproject–regional,coastal,hinterland,neighbourhoodorissue-specific?

• Areyouhopingtoinspireandmotivatevolunteersorpotential partners?

• willthetechniqueachieveoneormoreofthecommunityengagementobjectives?

• Howwelldoesthetechniquefitthetargetaudience?

• Isthetechniqueappropriatetothenatureoftheprojectorissue?

• willthetechniquemeetlegalrequirements?

• Arethereanyspecialcircumstanceswhichmayaffecttheuseofthetechnique?

• Howwellwillthetechniqueaddressotherfactors?

• Specialcircumstancesrelatedtotechnique

• levelofriskassociatedwithdeliveryoftechnique

• Previoussuccessoftechnique

• Needforcomplementarytechniques

• Knowledgeandexperiencewithtechnique

• Adequacyfortechniqueorcombinationoftechniquestomeet stakeholders’ needs, decision makers’ needs, and processobjectives.

Resources for implementing techniques• Doyourequireavenuetoimplementthetechnique?Ifso,

where will be suitable?

• Canthetechniquebeimplementedwithintheteam’scapabilityorwillyourequiretheservicesofanexternalconsultant?

• whatisthecostinvolvedinimplementingthetechniqueanddoyouhaveadequateresourcestopayforthistechnique?

• Doyourequireanyspecialequipmenttoimplementthistechnique?

Communication strategies to support implementation• whattimeperiodisrequiredtonotifystakeholders,allow

for response, analyse contributions and use the input to influencethedecisionoroutcome?

• Howeffectivewillthetechniquebeinreachingtherightaudience?

• Howwillyourecordandincorporatecommunitycontributionreceivedasaresultofthetechnique?

• Howwillyouevaluatetheeffectivenessofthetechnique?

FRAMEWORK 29

9.5 Step 5 – Confirming your community engagement planthisstepenablesyoutodevelopaCommunityEngagementPlansuitabletoyourproject’spurpose,andconsideringyouraudience.ItwillbecomepartofyourProjectBriefandCommunicationPlan.Pleaseuse the Community Engagement Plan template to develop your plan, using this Framework as a guide to complete relevant sections.

yourcompletedCommunityEngagementPlanistobesignedoffbytherelevantcouncillor(s),manager(s)and/orsupervisor(s)priortothecommencementofthecommunityengagementprocess.

Refertocouncil’scommunityengagementintranetpagetoaccessexampleplansandthecurrentCommunityEngagementPlantemplate.


9.6 Step 6 – Starting your community engagementThis step relates to carrying out the activities contained in the Community Engagement Plan. Tracking andreportingonprogressoftheprojectandreportingtotheprojectteamanddecisionmakerswillbenecessary.Ensurethecouncillorsandprojectteammembers(ifapplicable)understandtheirroleintheimplementation of the plan and are kept informed as to the progress of the engagement.

Forreportingpurposesyoushouldtakenoteofthefollowing:

Community engagement commenced DateCommunity engagement concluded DateNumber of participantsNumber of submissionsProjectNewsreleases Date/s

FRAMEWORK 31

9.7 Step 7 – Analysing and evaluating community engagementthisstepinvolvesanalysingandinterpretingfeedbackreceivedfromthetechniquescarriedoutinStep6.

Compilation of information and analysisAll data collected during an engagement process must be analysed, summarised and presented in a useful way to inform decision makers, whether the decision-making responsibility rests with internal stakeholders or is a shared undertaking between council and stakeholders. Once analysis and

interpretationhasbeenconducted,recommendationscanbemadetoprogresstheoverallproject.

Engagement includes the commitment that the community’s contribution will be used and they will be informed about how their contribution was used.

The following list provides a guide to some of the things you may need to consider when analysing and summarising information that will inform decision makers.

• Howmanypeopleparticipatedintheengagementprocess?

• whatareaswererepresentedbystakeholders?

• Specificinterest

• Residents

• Sectors

• Geographicspecific

• thedifferencesinviews/ideasfromeachareofinterest,e.g.residentshadoneviewandorganisedgroupshadanother

• thedegreeofagreement/disagreement/tensionoverthematterofconsideration

• Includetherawdataofthecommunityengagementasappendicesinyourfinalreporttocouncil

• usethedatagainedfromcommunityengagementinatimelyandmeaningfulway.

Evaluating a community engagement processItisimportanttoreviewtheengagementactivitiesortechniquesusedaswellastheEight-StepProcessandhoweffectivethecommunityengagementwasbytheextenttowhichitledtoamoreinformeddecision.Evaluationcanhelpkeepaprojectontrack,improveprojectdeliveryforthefutureandimproveofficers’practicalskills.

whenevaluatingtheeffectivenessofengagementactivitiesortechniquesyoumayliketoconsiderthefollowing:

• Didstakeholdersperceivethattheprocessfairlyconsideredtheirinput?

• Didstakeholdersperceivethatdecisionmakersweresincereintheirdesiretoobtainpublicinput?

• Didparticipantsunderstandtheobjectivesandprocess?

• Didtheparticipantsperceivethattheprocesswassufficientlyflexibletoaddressissuesastheyarose?

• Didparticipantsbelievethattheyhadtheinformationtheyneededtocontributetotheleveltheydesired?

• wastheprocessimplementedasplanned?Ifnot,whatwaschangedandwhy?

Itisimportanttonotethatevaluationofacommunityengagementprocessdoesnotneedtowaituntiltheendofaproject.Itcanbe particularly useful if you are facing challenges within your engagement or it is not progressing according to your initial plan. thefollowingpromptquestionsmayhelpyoutoredirectyourengagementbacktowardsyourobjectives.

• Isthisinputfromthestakeholdersusefultotheprocess?

• Didthestakeholdersgettheinformationtheyneededtoprovidemeaningfulinput?

• Howwerethestakeholders’expectationsmetbythisactivity?

• Dothestakeholdersbelievetheorganisationissincereinitscommunityengagementefforts?

• werethegoalsoftheactivitymet?

• Havethecommunityengagementobjectivesforthisstepbeenmet?

• Hasanythingoccurredtowarrantchangestotheexistingplan?

• Istheinternalcommitmentofallpartiesstillinplace?


Processevaluationincludesreviewingeachoftheeightstepsandmakingajudgementastowhetheryouwoulddothingsdifferentlynexttimeyouareengagingwiththecommunity.Italsomeansreflectingonandcelebratingthethingsthatworkedwell in your engagement process and sharing this with your colleagues. Consider both the short and long-term outcomes associatedwiththeprojectandincludeintangiblebenefitssuchaseducatingthepublicandbuildinggoodwillandtrust.Alotofevaluationoccursintuitivelyandislearningbyexperience;however,byrecordingyourexperienceintheProjectReportandontheCommunityEngagementRegister,thisexperiencecanbestored,sharedandaccessedforfutureprojects.

Somepromptstoguidetheevaluationoftheprocessofengagementareincludedbelow:

• wasitcleartothestakeholdershowtheirinputwasused?

• wasthefinaldecisiongenerallyacceptabletothepublic?

• Areparticipantssatisfiedoverallwiththeprocessthatwasusedtocompletetheproject?

• wasthelevelofcommunityengagementadequatetorepresenttheconcernsofthoseimpactedbytheproject?

• Didtheinputfromthestakeholderscontributetoabetteroveralloutcome?

• Diddecisionmakersbelievethatstakeholderinputhelpedtomakeabetteroutcome?

Finally,whenconsideringtheeffectivenessofyourCommunityEngagementPlanitisusefultorefertothefiveengagementprinciplesdiscussedintheCommunityEngagementPolicy–oftimeliness,informationandfeedback,mutualrespect,actionlearning and foresight.

Timeliness

• Didcouncilengagewiththecommunityinatimelymanner?

• wastheengagementopentoallinterestedstakeholders?

• wastheprojectandprocesseasilyunderstood?

• Howresource-intensivewastheprocess?whatwouldberequiredinfuture?

Information and Feedback

• Didthecommunityreceiveregularupdatesregardingtheproject?

• Hasthecommunityreceivedfeedbackonhowtheirinputhasbeenusedtoinfluencetheproject?

Mutual Respect

• Haveunder-representedgroupsoftheSunshineCoastbeengiventheopportunitytocontribute?

• Istheengagementprocessregardedasrespectfulbythecommunityandbycouncilstaff?

• Cancouncilandthecommunitycelebrateapositiveinteractionandpositiveoutcome?

Action Learning

• whatcanbeconsideredinnovativeintheengagementprocess?

• Howhaspastengagementpracticeenhancedorimprovedthisexperience?

Foresight

• Hascouncilgainedabetterunderstandingofthecommunity’sperspectiveonemergingissuesthatmayaffectourpreferredfuture?

FRAMEWORK 33

9.8 Step 8 – Closing the loopThis step guides you in ensuring that all stakeholders know how their contribution informed the decision thatwasmadeortheprojectoutcome.

By ‘Closing the loop’ with participants they will know how their input has been considered and are more likely to participate in future engagement activities. Everybody wants to know that the time they havegiventowardsaprojecthasmadeadifferenceandisvalued.Ifstakeholdersreceiveinformation

throughout the process on the progress to date and how others involved in the process view the issues, they are more likely to acceptthefinaldecisionandhelp,ifrequired,toimplementit.

ConsiderationsforClosingtheloopeffectively:

• Setcommunicationoutcomesaspartofyouroverallprojectplan.

• Focustheinformationonwhatpeopleneedtoknowtobeinformedparticipants.

• Deliveryourcommunicationthroughappropriatemethodsandchannelsinatimelyandcredibleway.

• utiliseexistingcommunicationmethods.Closing the loop also applies to internal stakeholders. Make sure you meet your project reporting requirements.


10.0 TemplaTeS

10.1 Community Engagement PlanRefer to council’s community engagement intranet page for current templates.

11.0 reFereNCeS

1SunshineCoastCouncil,2009.CommunityEngagementPolicy.

2 LocalGovernmentAct2009(Qld).

3 IntegrityAct2009(Qld).

4InternationalAssociationforPublicParticipation,2007.IAP2PublicParticipationSpectrum.http://www.iap2.org/associations/4748/files/IAP2%20Spectrum_vertical.pdf

5 Sunshine Coast Regional Council, CorporatePlan2009–2014.

6SunshineCoastCouncil,2011.SocialMedia–guidelinesformanagementanduse.

7GoldCoastCityCouncil,IndigenousProtocol. http://cultural.goldcoast.qld.gov.au/t_cultural.aspx?pid=7885

8OfficeofEconomicandStatisticalResearch,2011.QueenslandRegionalProfile;SunshineCoastRegionalCouncil,p.10.

9SunshineCoastCouncil,2010.SpeakUpEngage:SunshineCoastCouncil’sYouthEngagementProgramReport.

FRAMEWORK 35

Notes


www.sunshinecoast.qld.gov.au [email protected]

T 0754757272 F 0754757277

lockedBag72 SunshineCoastMailCentre QlD4560

Date post:	29-Jun-2020
Category:	Documents
Upload:	others
View:	0 times
Download:	0 times

Community Engagement Framework · Community engagement is a key part in the relationship between...

Documents