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Community Engagement

Procedures

Con

ten

tsIntroduction 1

Community Engagement - Definition 1

Benefits Of Conducting Community Consultation 1

Principles Underpinning Council’s Approach To Community Engagement 2

Council’s Core Values 3

Undertaking Community Engagement 4

Legislative requirements 4

Public Participation Spectrum 5

Planning For Community Engagement 6

The Community Engagement Process 7

Effective Planning For Community Engagement 8

Completion Of Community Engagement Plans 9

Resources Required For Consultation 9

Other Supporting Documents 9

Developing Community Engagement Plans 10

Community Engagement Plan (Overview) 10

Completing The Community Engagement Plan 11

Eight Step Process 11

Appendix A - Community Engagement Plan (Also electronic format) 20

Appendix B - Community Engagement Matrix 22

Well planned and inclusive consultation processes are vital to the success of Council’s engagement with the community. The following procedures are to assist Council staff in the design and delivery of community engagement plans. These procedures should be read in conjunction with Council’s Community Engagement Policy No. 170.

Community Engagement - DefinitionCommunity engagement is a developing field of practice within local government but one that now has prominence in terms of contributing to good governance and the delivery of good practice outcomes for Council.

The International Association of Public Participation (IAP2), a leader in the field, defines community engagement as: “Any process that involves the community in problem-solving or decision making and uses community input to make better decisions.”

Community engagement is a two-way process that seeks to inform, identify issues and seek resolution by engaging with the community using a range of techniques.

Benefits Of Conducting Community ConsultationThese benefits include:

Better outcomes for council.•

Quality feedback for consideration.•

Development of solutions that are broadly supported by the community.•

Higher satisfaction and ownership of outcomes.•

Strengthening of trust between Council and community.•

Building confidence in Council’s ability to plan for the community’s needs.•

Community Engagement Procedures 1

Introduction

Principles Underpinning Council’s Approach To Community EngagementThe following principles will underpin Council’s approach to all community engagement activities:

CommitmentCommunity engagement will be conducted in a way that demonstrates a genuine commitment to quality consultation with the community and a desire to hear the community’s views and aspirations.

CoordinatedCommunity engagement strategies will be well planned and directed towards getting a better understanding of the community’s views on issues of importance to them.

TimelyCommunity engagement must seek to engage stakeholders at the earliest stage possible and continue to keep them informed and involved throughout the process.

InclusiveWell planned and inclusive consultation processes are vital to the success of Council’s engagement with the community. The following procedures are to assist Council staff in the design and delivery of community engagement plans. These procedures should be read in conjunction with Council’s Community Engagement Policy No. 170.

ClarityConsultation objectives should be well defined from the outset. The role of the community in the decision making process should be made clear and there should be recognition of the ultimate decision making responsibilities of elected representatives.

TransparentInformation provided to the community will be comprehensive and provide objective, balanced content about the issue/s involved with any particular project.

EngagingDifferent methodologies will be utilised and delivered in a way that engages those participating. Innovative methodologies including electronic and on-line technologies will be implemented where possible to encourage participation and engagement of the community.

MeaningfulConsultation activities will provide opportunities for meaningful dialogue and input from key stakeholders.

2 www.pittwater.nsw.gov.au/intranet/community_engagement

AccountableStrategies should be incorporated into any community engagement plan to ensure that Council staff provide feedback to the community about the progress of the project or plan and demonstrate how their input has influenced the decision-making process.

EvaluationPlanning for community engagement will also include steps to evaluate the effectiveness of the engagement process and its outcomes.

Council’s Core ValuesCommunity Engagement activities must take account of Councils core values:

RespectKey concepts: trust, understanding, support, responsive

We will promote an environment of respect through valuing other people. We will be open minded; encouraging and recognising others for their contribution, knowledge and experience.

QualityKey concepts: professionalism, innovation, continuous improvement, ownership, learning.

We will embrace change and use our skills, knowledge and professionalism to strive for excellence. We will foster a culture of continuous learning, improvement and innovation and build a solid foundation for the future.

EthicsKey concepts: equality, honesty, transparency, responsibility, ownership.

Our approach will be honest and transparent and our decisions will be fair and equitable. We will manage our finances responsibly and work within legislative requirements.

CommunicationKey concepts: teamwork, collaboration, consultation, responsibility.

We will strive for clear, open communication by careful listening, sharing information and responding in a timely manner to achieve greater understanding and the best outcomes.


Respect Quality Ethics Communication


Undertaking Community EngagementPlanning for community engagement should be undertaken on any project that requires community input and consultation. This may include but not be limited to the following examples:

Community Strategic Plan• Plans of Management• Introduction or revision of Council policy• Planning documents such as the Development Control Plan (DCP) and Local • Environmental Plan (LEP)Delivery Programs and Budgets• Action Plans•

The development of a community engagement strategy is required when the following triggers exist:

Legislative Requirements

Past History of poor

communication and engagement

Community Engagement

Strategy

Complex issues and multiple

stakeholders

Issues of significant importance to stakeholders

LGA wide

Clear intent to

involve community in decision

making

Need to develop strategies to build trust and

respect

Need to inform community re

matters that affect them

Legislative requirementsCouncil policy also dictates that community engagement must be undertaken according to statutory requirements identified in relevant legislation such as the Local Government Act 1993 (NSW) and the Environmental Planning and Assessment Act 1979. Staff should ensure they are familiar with any statutory obligations concerning consultation that relates to their particular policy/program area.


Public Participation SpectrumCouncil’s approach to community engagement will be informed by the internationally recognised “Public Participation Spectrum” developed by the International Association for Public Participation (IAP2) which outlines five levels of public participation.

It is recognised that in most circumstances community engagement will move beyond information sharing (Inform) and move towards strategies that actively engage the community.

When planning for community engagement Council staff will need to determine the most appropriate level of participation depending on the nature and complexity of the project/issue. Given that the decision making process in local government also involves elected representatives who will make the final decision, it is likely that most community engagement will occur on the levels of Inform to Collaborate.

The IAP2 spectrum is further outlined on page 13 of these procedures. It describes the desired level of public participation and highlights that the community’s role in decision making are critical elements affecting the design of any community engagement strategy.

The five levels of public participation according IAP2 Spectrum are defined as follows:

InformOne way communication providing balanced and objective information to assist understanding about something that is going to happen or has happened.

ConsultTwo way communication process designed to obtain public feedback about ideas on rationale, alternatives and proposals to inform decision making.

InvolveParticipatory process designed to help identify issues and views to ensure that concerns and aspirations are understood and considered prior to decision making.

CollaborateWorking together to develop understanding of all issues and interests to work out alternatives and identify preferred solutions.

EmpowerEmpowering the community to develop solutions and implement them.


Planning For Community EngagementThere are a number of important phases in effectively planning for community engagement activities. Adequate attention to planning for community engagement will ensure that:

All relevant stakeholders are involved,•

There is clarity about stakeholders’ role in the decision making process,•

Stakeholders have had the opportunity to be informed and provide feedback,•

Stakeholders can see how their involvement has contributed to project • outcomes.


5. Evaluate

1. Design and Plan

2 Prepare and organise

3. Implement

4. Feedback and follow up

The Community Engagement ProcessSetting aside time to adequately plan for the community engagement process at the beginning of any project will ultimately lead to a more coordinated approach which acknowledges the need for refinement and continuous improvement.

The diagram below indicates five phases in the planning, implementation and evaluation of community engagement processes. The development of a community engagement plan will ensure that each of these phases are given due consideration.


Effective Planning For Community Engagement

Define Issues What are you asking the community to decide on?

You will need to plan carefully to ensure that the scope of the community’s input and decision making is made clear and incorporated into the plan for the community engagement process. Any potentially controversial or important issues should be identified at the earliest stage possible.

Gather informationFull range of information to be addressed.

A range of methods such as stakeholder meetings, focus groups, surveys etc. may be implemented to gather information about the key issues to be addressed before any formal plan or proposal can be discussed with the community.

Consider optionsProvision of balanced information/ alternatives that seek to address stakeholder issues and concerns

Once the direction, conceptual plan or clear policy have been devised, the community engagement strategy must be carried out in a manner that maximises community involvement. A draft document/plan or proposal may be placed on public exhibition. In conjunction with this certain forms of public forums (e.g. public meeting, stakeholder meeting, open house forums etc.) may also be held to obtain direct feedback from the community that is more interactive in its nature and is intended to identify community satisfaction, further issues and possible solutions.

Evaluate optionsClear comparison of alternatives

It should be made clear to the community how their input will be assessed and by whom and whether there will be further phases of consultation or the opportunity for community input before final decisions are reached.

This is also an opportunity to review and evaluate the consultation process to ensure that you have met the consultation objectives. You may need to schedule further consultation mechanisms to achieve your desired results.

Make decisionHow will you inform community about decision and how stakeholder issues were considered

Once the community have been involved in any community engagement process the community is entitled to be informed about final outcomes such as the tabling of a report to a Council meeting to seek adoption of the plan or proposal. The community should be kept updated via Council’s website.


Completion Of Community Engagement PlansA community engagement plan must be completed using Council’s Community Engagement intranet template (Appendix A).

The following provides step by step detail to assist in the completion of the on-line community engagement plan. These steps are devised to guide staff in the preparation for community engagement activities and will operate as a checklist to ensure that adequate planning for community engagement is undertaken.

Resources Required For ConsultationKey resources required for consultation activities are available by accessing Council’s Community Engagement Intranet page.

Other Supporting DocumentsThese procedures should be read in conjunction with:

Pittwater Council Community Engagement Policy No. 170

Pittwater Council Toolkit - Choosing Tools for Engagement

Further detail about specific strategies to be utilised in consultation are detailed within the Toolkit and provide guidance to staff about best practice standards to be incorporated into all consultation activities. Staff are expected to be familiar with the minimum requirements for consultation methods highlighted within the Toolkit.


Community Engagement Plan (Overview)

Step 1Know and understand the project

Set clear consultation objectives.•

Identify key issues.•

Step 2Determine the level of impact

Assess the level of impact the project, issue, plan etc. is • likely to have on the community.

Step 3Level of community participation

Determine the level of community participation from • the IAP2 Public Participation Spectrum suitable for the project.

Step 4Identify stakeholders

Identify all relevant stakeholders who will be affected • or have an interest in the project/issue which for which consultation is being planned.

Step 5Determine methodologies

Review the community engagement matrix to determine • the most appropriate methodologies to be used in consultation.

Step 6Devise a communication plan

Review methods such as media, Council website, • publications etc. to devise a communication plan.

Step 7Incorporate evaluation

Identify consultation outcomes and consider how you will • demonstrate that the process has been effective and the outcomes achieved.

Step 8Inform internal stakeholders

Seek endorsement of the community engagement plan • from the Business Unit Manager or direct Supervisor.

Submit the community engagement plan.•

Developing Community Engagement Plans


Completing The Community Engagement PlanA community engagement plan must be completed in preparing any community engagement strategy. The following steps are to be documented within the community engagement plan (Appendix A). This plan should be completed by using the on-line ‘Community Engagement Plan’ available through Council’s Community Engagement Intranet page.

http://www.pittwater.nsw.gov.au/intranet/community_engagement

Eight Step Process

Know And Understand Your ProjectTake time at the outset to review project goals and list the desired outcomes to be achieved from undertaking consultation. Indeed, consultation may be the result of a Council resolution providing authorisation for the consultation to be undertaken. It is important that the consultation objectives reflect the engagement outcomes stated in the Council resolution.

The best way to ensure the purpose of the engagement is achieved is to set clear objectives. Setting clear objectives will guide the community engagement strategy and will provide measures which can be used in the evaluation process.

The community engagement plan must ensure that the scope of the community’s input and decision making is made clear. Any potentially controversial or important issues should be identified early and addressed by the plan.S

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Identify The Level Of Impact That Your Project May Have On The CommunityIdentifying the level of impact on the community that any project will have is critical to choosing the most appropriate strategies for the consultation process.

It is important to note that the levels of impact do not indicate that a particular issue is necessarily of less significance to a community because they may be regarded as Level 4 rather than a Level 1. More importantly the levels of impact are intended to guide the development of the most appropriate consultation for that issue within a particular section or whole community.

Level of Impact

Brief Description

Examples (but not limited to)

Level 1 – (High impact on the LGA)

High level of impact on the whole or large part of the Pittwater LGA

Community Strategic Plan•

Local Environmental Plan•

Provision of district facility•

Level 2 – (Lower impact on the LGA)

Lower level of impact on the whole or a large part of the Pittwater LGA

Change to Council policy•

Improvements made to LGA • wide service

Level 3 – (High impact on a section of the local community)

High level of impact of a local nature, on a local area, a specific community or target group.

Plan of Management (local)•

Local road closure•

Enforcement of Asset • Protection Zones

Level 4 – (Lower impact on a section of the local community)

Lower level of impact of a local nature, on a local area, a specific community or target group

Upgrade of local streetscape•

Changes to local activity or • program


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Ste

p 4 Owners of adjoining

or affected landPrimarily in development matters, rate and property matters or health matters.

In general, an owner or occupier should receive personal notification of any service or activity that will have a specific and direct effect upon them. It is noted, however that in relation to the statutory notification process for development applications, a public meeting would not be warranted.

Streets or Neighbourhoods

For traffic matters, dealings on Council land, garbage collections or for larger scale development matters.

Pittwater wide For community-wide issues, providing general information e.g. recycling, Council functions, community land activities, management and financial plans.

Other Government Agencies

Council has a large advocacy role to play in advising other levels of Government of the needs and expectations of the community.

SHOROC Council will consult with Regional Councils on issues which cross the boundaries of the Pittwater Area e.g. waste management, resource sharing, transport infrastructure.

Elected Representatives

Local, State and Federal representatives act as advocates for the people in a wide variety of matters. Councillors are an important conduit with the community.

Reference Groups and Committees

Relevant reference groups or committees presided over by Council may have particular knowledge or expertise on specific issues.

Police In a community liaison capacity for traffic, vandalism and criminal matters or development matters such as amusement centres, brothels and alcohol free zones.

Specific Target Groups To ensure that affected target groups (e.g. Older People, Cultural and Linguistically Diverse, Aboriginal and Torres Strait Islander, Youth, Women, Children & People with Disabilities) are consulted on relevant Council policies and services.

Sporting Groups In making decisions about sporting, recreational and leisure facilities in the Pittwater area.

Environmental Groups In relation to environmental issues.

Chamber of Commerce/ Pittwater Business Ltd.

In matters where a Chamber of Commerce (or other organisation representing local business) is active and can provide information regarding the needs of the business community.

Community/Social Groups

Community/social groups comprising local residents should be consulted in relation to their particular interest areas and needs as well as activities and functions conducted by Council (social, artistic or cultural interest).

Religious Groups In matters of religious significance and social values.

Identify And Ensure All Relevant Stakeholders Are Included In The Community Engagement Plan


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Review The Community Engagement Matrix (Appendix B) To Determine Essential Strategies For Engagement

5a. Community Engagement Matrix (Appendix B)Refer to the Community Engagement Matrix as a quick reference guide for strategies to be considered in the community engagement plan. More detailed information about each technique is contained within Pittwater Council’s Community Engagement Toolkit. This will assist you to decide on the most effective implementation of the community engagement strategy. Practice notes contained in the Toolkit identify minimum standards (Practice Notes) for implementation of community engagement activities by Pittwater Council staff.

Please note the information provided will be used to update the ‘Consultation Projects’ page on Council’s website.

The following example demonstrates how different methodology is utilised in the community engagement process:

Stage of Consultation

Methods/Techniques

Refer to Community Engagement Matrix

Timeframe Responsibility

Planning Development of flyer to inform community about project/plan etc.

Letterbox drop to affected residents

Early February

Consultation Stakeholder meetings

Open house session

Mid -February

Late February Late February

Analysis Minutes of meetings posted to website

Draft plan reported to Council

Public exhibition

Public Meeting

March

Late March

Late March

Early April

Results Revised project plan reported to Council for adoption

Final report posted to website

Mid April

Late April


5a. Public meetings (optional)Public meetings may not be the most appropriate technique for public participation on all occasions. If it is deemed appropriate to hold a public meeting the following requirements will ensure that there are mechanisms to demonstrate transparency and accountability.

Delegate roles: The same person cannot be designated to undertake the role of chairperson, technical expert and note taker.

Attendance sheet: A formal record of those attending public meetings should be collected as appropriate. This aims to facilitate communication between Council and interested stakeholders.

Chair of the meeting: It is critical that the nominated officer to chair the meeting is not the technical expert or the person delivering most of the content on the project to the public.

Recording decisions: An additional person must be allocated to record ideas raised and decisions made at any public meeting. These may be recorded on butcher’s paper or in written form and should be made available via Council’s website.

5b. Access IssuesInclude strategies within the community engagement plan to ensure that target groups are not prevented from participation in the consultation process. This may include:

Meetings are held in venues that are wheelchair accessible•

Resources are written in key community languages when appropriate•

Audio visual equipment is utilised to assist participants who may be sight or • hearing impaired

On-line technologies can be accessed by stakeholders who cannot attend public • meetings.

5d. Other issuesEquipment

It is the responsibility of the person responsible for the community engagement plan to ensure that all equipment is booked and in working order prior to the meeting.

Occupational Health and Safety Requirements

Staff conducting meetings should familiarise themselves with safety and evacuation procedures for the venue and make a public announcement at the beginning of every public meeting.


Develop A Communication PlanHaving decided on the most appropriate consultation strategy an effective communication plan should be devised. Contact the Community Relations team for further advice about appropriate media strategies such as media releases, advertisements etc and expected time frames.

Communication resources devised in the course of the consultation process should abide by Council’s Visual Identity Guidelines (last updated 2007). Refer to the Pittwater Branding page on Council’s Intranet.

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Incorporate EvaluationEvaluation measures should be factored in to the community engagement plan in the initial stages in order to demonstrate that the community engagement process has been successful.

Evaluation of the consultation process should address the following:

Were the objectives of the consultation process achieved? If not why not?• To what extent did participants contribute to the process?• How useful was the information obtained?• What impact did the consultation have on the recommendation and final • decision?Were all relevant stakeholders consulted on your project. If not, what difficulties • did you encounter in including them in the consultation process?Was the consultation process well received by those involved in the process?• Do you feel that the consultation process selected was the most appropriate?• Do you feel that the consultation process was successful?• What improvements/changes would you make for a similar future engagement • process?What involvement has there been from other Council Business Units?• If your consultation process involved a meeting were the venue, equipment and • chairman suitable?

Other measures may include:

Inclusiveness That all relevant stakeholders were consulted and participated in the process.

Issues clearly scoped Strategy effectively communicated consultation objectivesTransparency Stakeholders are confident that balanced information was

availableScope for influence Strategy demonstrates that there was clarity about the

community’s scope for influence in the decision making process.

Timely An appropriate timeframe was allocated for the consultation process.

Deliberation Space is available in the consultation for deliberation of complex matters.

Building trust/ Participants are engaged with the processrelationships Influence Those consulted can see how their views have affected the

process and decision making outcomes.Providing feedback The community are provided with ongoing feedback about

the progress of the project.

Evaluation tools are available via Council’s Community Engagement intranet page.


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Submit The Community Engagement Plan (Appendix A)Community engagement plans should be reviewed with Business Unit Managers or Team Leaders prior to their completion. This ensures that there is agreement about the appropriate level of engagement and that sufficient resources can be allocated for implementation of the plan.

Complete the Community Engagement Plan by using the on-line ‘community engagement plan’ available through Council’s Community Engagement Intranet page.

http://www.pittwater.nsw.gov.au/intranet/community_engagement

Once you have completed the on-line submission form it will automatically be sent to the Community Engagement Officer and the Office of the General Manager. Ensure all information contained within the on-line plan is accurate as this data will be used to update Council’s website.

On submitting the on-line Community Engagement plan an additional email will be sent to the relevant Business Manager/Team Leader informing them about the finalisation of the community engagement plan.

20 www.pittwater.nsw.gov.au/intranet/community _engagement

Appendix A - Community Engagement Plan (Also electronic format)

COMMUNITY ENGAGEMENT PLAN Name: Position: Business Unit: Phone Ext:

Contact details Person responsible for community engagement plan

Email: Objectives:* * * Authorisation:

Council resolution (date of Council meeting) ____________ Plan of Management Legislative requirement Other: ___________ _______________________________

1. Know and understand your project

Key Issues * * *

2. Level of Impact Level 1 – High Impact on LGA Level 2 – Lower Impact on LGA Level 3 – High Impact on local area or group Level 4 – Lower impact on local area or group

3. Level of Community Participation

Inform Consult Involve Collaborate

4. Identify Stakeholders Local Residents Pittwater wide Community groups Specific interest groups (environmental, social, cultural etc.) Schools, children and young people Reference groups Councillors State/Federal MPs Internal Council staff Other __________________________________________

5. Community Engagement Methods Stage of Consultation

Methods/Techniques Time frame Responsibility

Planning

Consultation

Analysis

Results


Venue Hire Mona Vale Memorial Hall Newport Community Centre Avalon Recreation Centre Other:

Roles at meeting (nominate person to undertake these roles) Chair:Expert:Note taker:

Public meetings

Access Issues

6. Communication Plan Method Date Responsibility Inform internal Stakeholders (compulsory)

Office of the General Manager Mayor and Councillors

Media Release Manly Daily Pittwater Life Peninsula Living Other:

Written Resources Flyer/Invitation Project summary outlining key issues Q & A/ Fact Sheet Design proposal/plan Survey Other:

Advertising Council Community Noticeboard Paid advertisement

Council publications Pittwater Report Monthly email newsletter

Website (compulsory) Home page Consultation projects page Public meeting Documents on public exhibition Submissions Event calendar Social Media __________________________________ Other:

Intranet Calendar (compulsory) Record dates of all public meetings

7. Evaluation Attendance sheets at public meetings Collect demographic data Evaluation forms given to participants about the consultation process Minutes of meetings including decisions posted to Council’s website Report to Council Other:

Manager/Team Leader name: 8. Reviewed by Manager Business Unit:

22 www.pittwater.nsw.gov.au/intranet/community _engagement

Method Level 1 High Impact - Pittwater

Level 2 High Impact - Local

Level 3 Lower Impact - Pittwater

Level 4 Lower Impact - Local

Inform Website Consultation project page, public meetings, documents on public exhibition, on-line comment

Publications Flyers, fact sheets, newsletters, reports

Direct Communication Phone, letter, email

Media Press Release, advertisement

Displays/Exhibits Customer Service, Libraraies, community noticeboards

Consult Meetings Public meeting, stakeholder meeting

Community Fairs & Events

Submission/Feedback sheets

Surveys Phone, On-line, paper

Social Media Blogs, Twitter, Facebook

Focus Groups

Shopfronts

Involve Open House

Commnity Reference Groups

Photovoice

Round table workshops

Collaborate Charettes N/ADeliberative Forums N/AWorld cafes N/ADeliberative retreats/polling N/A N/A N/ACitizen juries N/A N/A N/ACitizen panels N/A N/A N/ASummits N/A N/A N/A

Appendix B - COMMUNITY ENGAGEMENT MATRIX

Essential N/ADesirable Not applicableOptionalThe table above has been developed as a checklist to assist staff in designing community engagement strategies. These are just a number of methods outlined in the Community Engagement Toolkit. Staff will need to be flexible and always keep in mind the specific factors of any indivdual project to decide on the appropriate community engagement methodology.