North Sydney · 2014. 1. 9. · North Sydney Council Community Engagement Protocol ‐ Draft v1.3 4 Foreword North Sydney Council has a long and proud commitment to engaging the community

North Sydney Community Engagement

Protocol

Prepared August 2013

North Sydney Council Community Engagement Protocol ‐ Draft v1.3 2

This is the first edition of the North Sydney Community Engagement Protocol. View the document online at www.northsydney.nsw.gov.au For further information contact Council’s Community Engagement Coordinator on Ph 9936 8181 or email [email protected] North Sydney Council 200 Miller Street North Sydney NSW 2060 Phone (02) 9936 8100 Facsimile (02) 9936 8177 Email [email protected] Website www.northsydney.nsw.gov.au August 2013


Table of Contents Foreword 4 1. Introduction 5 1.1 Purpose 6 1.2 Scope 8 1.3 Guiding Principles 10 1.4 Importance of Planning 11 1.5 Challenges 12 2. Achieving Representative Engagement 14 2.1 Representative Definition 14 2.2 How Representative are Types of Engagement? 14 3. Steps to Effective Community Engagement 16 3.1 Step 1 ‐ Assess the Level(s) of Impact 16 3.2 Step 2 ‐ Assess the Level(s) of Engagement 18 3.3 Step 3 ‐ Determine appropriate engagement methodologies 20 3.4 Step 4 ‐ Prepare a Community Engagement Strategy 21 3.5 Step 5 ‐ Evaluate 22 4. Community Engagement Matrix 24 Appendix 1: Target Group Requirements Checklist (Step 1) 30 Appendix 2: Level of Impact (Step 2) 35 Appendix 3: Level of Engagement (Step 3) 36 Appendix 4: Engagement Methods Strengths and Weaknesses (Step 4) 37


Foreword North Sydney Council has a long and proud commitment to engaging the community through consultative decision making processes which originated in the 1980s through adoption of its Open Government Policy and formation of the North Sydney Community Precinct System. Community engagement has become an essential part of government planning, policy development and service delivery. It improves the quality of decisions and is an important part of being responsive to community and stakeholder needs. This Protocol is part of a total Community Engagement Framework developed by Council to encourage effective engagement with the community and internally. The Community Engagement Framework includes the following key components:

A Community Engagement Policy to provide the broad framework and policy direction for engagement;

This Community Engagement Protocol (with Matrix) to guide Council staff with direction on engagement planning and guidance on when and how they should engage with the community for different situations; and

A Community Engagement Toolkit (internal resource) includes staff guidelines and procedures for employing the different engagement methods described in the Protocol.

The Protocol acts as a ‘statement of intent’ to the community and stakeholders. It states how Council will conduct community engagement relative to the project/decision type. It is recognised that this Protocol brings changes to current project management practices that will impact on staff across the organisation. It is acknowledged that it will take time for Council staff to develop skills (where needed) and be consistent in their approach to community engagement. The implementation of the Protocol will have significant benefits for our community. Actively involving the community will lead to an increased understanding of Council projects and processes, resulting in better outcomes for all. I look forward to seeing the benefits for the community and Council through the implementation of this important initiative. Penny Holloway General Manager


1. Introduction The Community Engagement Protocol outlines Council’s commitment to actively engage the community in the decision making activities of Council and in decisions that directly impact upon the community. The Protocol describes how Council will ensure the active engagement of its community in information gathering and provision, and in community consultation and participation. Community engagement has become an everyday part of local government and is viewed as an essential principle in most planning and decision making processes. Community engagement provides an increased understanding of the needs and priorities of a community to ensure that Council projects, services and policies result in better outcomes for all stakeholders, both internal and external.

Integrated Planning and Reporting (IPR) legislation introduced in 2009 requires NSW councils to have formally adopted a community engagement strategy in the preparation of its Community Strategic Plan. In late 2008, Council prepared its first community engagement strategy for the renewal of the North Sydney Community Strategic Plan, the strategy helped ensure that our key stakeholders ‐ including residents, businesses, workers, students, community organisations and groups as well as our neighbouring councils and government agencies ‐ were engaged in the development of the plan. Expanding on this requirement, Council has initiated this Protocol, outlining its commitment to the communities it serves, to provide innovative and effective community engagement opportunities on all matters/relating to projects, services and policies.

The Community Engagement Protocol supports and complements the role of Councillors in decision making. It also complements several Council policies including:

Community Engagement Policy ‐ it provides guiding principles for staff and consultants who have responsibilities for organising Council’s community engagement opportunities.

Open Government Policy ‐ by demonstrating Council’s commitment to community consultation and participation with its statutory responsibilities to make decisions which promote good governance.

The Protocol acts as methodology, outlining how Council staff will identify and implement a range of community engagement strategies that contribute to efficient, effective and equitable dialogue between Council and the community. Staff and consultants will use the Protocol to prepare a community engagement strategy for each project or decision type. The Protocol is intended to harness the benefits of print and face‐to‐face consultation as well as emerging engagement technologies available through online mechanisms. This document outlines:

four (4) ‘levels of impact’;

supported by four (4) ‘levels of engagement’ ‐ inform, consult, involve and collaborate;

which are used to decide how best to engage the community on particular issues during the three (3) key phases of before, during and after engagement.


Diagram 1: Council’s Community Engagement Methodology

The Protocol is based on past experience, best practice and research. Source material from several councils is acknowledged, including Bayside Council, Camden Council, Latrobe City Council, Liverpool City Council, Maribryrong City Council, Mosman Council, Penrith City Council and Randwick City Council along with the State Government resource Community Engagement in the NSW Planning System (2003), the Community Engagement Handbook: a Model Framework for leading practice in Local Government in South Australia (2008) and the International Association of Public Participation (IAP2), including their Public Participation Spectrum. For Council, the benefits of effective community engagement include but are not limited to:

symbolise its commitment to open, transparent and accountable service delivery;

help plan and prioritise services and projects that meet customer needs and expectations and make better use of resources;

identify issues and problems;

enable a broad range of views to be expressed and more information to be assembled prior to making decisions;

enhance the community’s involvement in Council’s decision making and highlighting the need for the outcomes of these decisions to reflect the board community view; and

reduce the alienation which is brought about when members of the community feel they are unable to contribute to decision making.

1.1 Purpose There are many ways to engage a community. Different issues and situations call for different engagement methods. North Sydney Council’s framework for deciding how best to engage stakeholders on particular issues involves five key steps which factor in the before, during and after phases of a project or decision. The purpose of the Protocol is to ensure Council’s Community Engagement Policy is implemented effectively. Council will do this by:


designing and implementing engagement processes in accordance Council’s guiding principles;

training and supporting staff to facilitate community engagement in line with this Protocol; and

reviewing and continually improving its engagement practices, including a biennial Policy review to ensure that it continues to be relevant and useful.

Council’s Community Engagement Policy and Protocol also link to its Organisational Sustainability Program, which demonstrates Council’s commitment to embed ‘sustainability’ into its planning, reporting and decision making framework, through the adoption of a quadruple bottom line (QBL) approach. Staff must prepare a project plan for each project, which includes undertaking a Sustainability Assessment (in accordance with the ‘Trigger’) and consideration of engagement needs by following the procedures prescribed in this Protocol. Each consultation will have a different level of cooperation between those involved. Whilst some will enjoy a high level of unity between participants, others will arise out of some level of controversy about the issues in focus. Even though the outcome(s) will not always be satisfactory to all parties involved, any consultation will achieve the best possible outcomes when it is well organised and conducted. If participants are not satisfied they may blame the outcomes on the process. Therefore the aim is make sure that the consultative process is well managed. 1.1.1 What is Community Engagement? As defined by Council’s Community Engagement Policy:

1.1.2 Stakeholders In order to get community information from any engagement it is necessary to first identify the affected groups. If this is not done, the outcomes will be based on skewed information, gained from people who may not have strong connections with the issues in focus. Groups who do not have an interest in the issues may be overlooked.


The community is not a single entity, and as such, should not be treated that way. It is made up of a number of different communities or stakeholders i.e. sub‐groups/sub‐communities or target groups. For community engagement strategies to be successful it is important that all voices be heard. For this to be achieved there needs to be a very clear picture of the different groups to be engaged. The following table1 expands on the definition provided on page 7, by identifying some of the different sub‐groups within a community. Some sub‐groups not accounted for here include those who travel outside of the North Sydney local government area to their place of work, those who own two cars and those who require childcare facilities and so on. For more information about North Sydney’s demographic profile refer to Council’s website.

1.2 Scope Councils have a legislative requirement under the Local Government Act 1993 to inform the community of particular issues that potentially affect their way of life. North Sydney Council is committed both in principle and in practice, to engage on matters affecting the North Sydney community. Council will invite community participation:

in response to community interest,

to help it identify community needs,

when required to meet its statutory obligations, and

when it believes that community input will enhance its decision making. Council makes decisions on (but not limited to):

Policy development, strategies and plans;

Land use planning;

Development and delivery of services;

Economic development opportunities;

1 Adapted from Latrobe City Community Engagement Policy and Strategy, 2005, page 29.


Management and use of Council assets; and

Areas of Council activity and community interest such as transport and recreation (i.e. services and programs).

Council will implement this Protocol for both formal decisions with legislative or regulatory requirements for community engagement and less formal decisions where Council requests input from the community. Different issues and situations will call for different engagement methods. The following table acts as a ‘trigger’ for determining the circumstances by which an engagement process will be undertaken by Council in accordance with this Protocol.

1.2.1 Statutory Obligations A number of Government legislative frameworks require councils to consult with the community prior to adopting a policy or making a decision. The Local Government Act 1993 sets out rules which councils must follow in making policy. Before introducing the policy, Council must advertise by public notice (as well as Government Gazette) the purpose of the policy, make copies of the proposal available to the public; and allow written submissions. Note: Staff must refer to the Policy Development/Review Guidelines before proposing new or amended policies. This also applies to road and place naming proposals/amendments which are required to meet the consultation requirements of the appropriate authority, the Geographical Names Board (GNB) and which must comply with Council’s Road and Place Naming Policy. Similarly, Council has a number of obligations to advertise or ‘give notice’ of planning permit applications and proposed amendments to Council’s land use planning instruments. These obligations are set out under the Environment Planning and Assessment Act 1979. Staff and consultants are required to undertake the processes as outlined in the legislation as this takes precedence over this Protocol, however where appropriate the guiding principles outlined within the Community Engagement Policy and this Protocol should be applied in conjunction with legislative requirements.

Note: Development Applications (DAs) are exempt from the requirements of this Protocol.


1.3 Guiding Principles Council’s Community Engagement Policy contains seven guiding principles. If these principles are incorporated into all projects and decisions the benefits will be invaluable. Implementation of these principles will help to limit the number of issues that may arise at later stages of the project or decision. Council’s guiding principles for effective community engagement are: Guiding Principle Description

1. Focus and Commitment

Council will ensure that rationale behind engagement is clearly stated. A ‘Statement of Intent’ will be developed for all open consultation processes, which scopes the planned consultation and outlines Council’s commitment to the process. The ‘Statement of Intent’ includes information on the purpose, topic, timeframes and resource requirements of the consultation process. Planning the consultation in this way ensures that the proposed approach is relevant to the issue(s) it seeks to address.

Council will consult with affected parties before making decisions. Where decisions have already been made before consulting the community it is imperative that the community is informed of the reasons why the decision was made.

2. Resourcing Council will ensure that any proposed project has adequate resourcing, including sufficient staff and financial resources to enable the consultation process to satisfy the relevant predetermined objectives. Resourcing will be factored into project planning and budget preparation.

The level of community consultation undertaken relates directly to the level of community involvement required, and should always be appropriate to the nature, complexity and impact of the issue or project (including plan or strategy).

3. Timing Council will undertake community engagement at the earliest appropriate stage(s) in the life of a project. The engagement process will be timed to ensure that the community is able to help identify issues and provide comment and opinion that contribute to the decision making process; by endeavouring at all times to allow a reasonable period of time for public response during a period of community consultation.

The Local Government Act 1993 requires Councils to publicly exhibit certain information for a set period of time; Council’s minimum standard is for exhibition of 28 days.

4. Inclusiveness, Accessibility and Diversity

All affected and interested parties will be encouraged to participate in engagement opportunities. Council will ensure that the groups or individuals invited to participate in the consultative process are representative of the overall target group, and that communication strategies are designed to reach the broadest appropriate sections of the community and attract the broadest range of community interests. Council will take into account the diversity of the community by being sensitive to the needs of particular individuals or groups to maximise their ability to contribute.

5. Provision of Council will provide sufficient information to participants that is


Guiding Principle Description

Information accurate and unbiased, and that will provide opportunities for them to form sound opinions and decisions.

Council undertakes to provide information in plain English, without the use of technical terms or jargon; where information is technical in nature, supporting explanatory information will be provided. And where appropriate information will be provided in languages other than English, alternative formats including audio and electronic formats, Braille, large print, pictorial form, Auslan interpretation etc.

Council will ensure that relevant information is made available to the community at least two (2) weeks prior to a consultation date.

6. Responsiveness and Feedback

Council will provide regular updates to participants during the consultation process and at the project’s conclusion detailing the outcomes of the consultative process. Responsible staff will at the conclusion of the consultation prepare a report to Council providing rationale for any recommendations made as a result of the consultation.

7. Evaluation and Continuous Improvement

All consultation conducted by and on behalf of Council will include an evaluation component. The outcomes of all consultations will be used to better inform future Council decisions. A summary of all evaluations will be available to the public on request.

1.4 Importance of Planning The more time and effort spent planning, the better the outcomes of the engagement techniques employed and the more informed the decision/recommendation to Council will be.

Effective planning for community engagement means the difference between:

a process leading to a decision that meets the criteria and can be implemented successfully; and

a decision that fails to measure up to the criteria and is at risk of not being implemented successfully.

The choice to engage communities in the decision making process depends on a number of factors which need to be considered in the planning process. These factors include, but are not limited to the following dimensions:

opportunities to facilitate understanding through information sharing;

Local Government legislation;

previous community engagement experiences;

democratic right of individuals to be involved in decisions affecting them and contribute to community building;

the desirability of incorporating community values, interests and needs into decision making; and

development of sustainable decisions.2

2 Community Engagement Handbook: a Model Framework for leading practice in Local Government in South Australia, 2008


1.5 Challenges3 The Protocol asserts that wide and effective engagement of the community:

promotes the search for solutions or opportunities to deal with ongoing problems;

encourages proactive treatment of otherwise unforeseeable issues and problems;

informs decision makers and, hopefully, provides balanced and objective information to help the community understand problems, alternatives, opportunities and/or solutions;

provides public feedback on alternatives and/or decisions;

ensures that public concerns and aspirations are consistently understood and considered; and fosters collaborative partnerships with the community.

While these and other advantages are very important, attention should also be given to some of the challenges of community engagement, including:

concepts such as engagement are open to misinterpretation. In some circumstances, for example, key stakeholders are inclined to believe that the “right to be consulted” implies the “right to be heeded.”

under some circumstances public involvement can threaten the quality of public decisions, for example:

o when members of the public do not understand technical information; o when engagement leads to increased costs of public programs; o when consultation leads to an implied veto thus deterring innovation; o when the results of engagement heed to the views of a minority and

neglects the broader public interest; or o when stakeholder engagement results in the inflation of demands and

expectations.

engaging hard to reach segments of the community (the elderly, young people, renters and young families) in the consultative process can be challenging.

it is possible for an otherwise efficient community engagement program to be captured by a well‐resourced or numerically strong stakeholder group that can be co‐opted into or even take over important parts of the policy making process.

community engagement can be corrupted by council members, staff or public stakeholders to become simply a device for deferring decisions, thus delaying or frustrating action on important policy issues.

using technology appropriately and effectively where possible to provide efficiency along with inclusivity.

developing the policy agenda proactively rather than reactively.

the ‘NIMBY’ (not in my backyard) phenomenon can be unfortunately enhanced by community engagement programs, especially at the local government level where there are opportunities to build coalitions of opposition to frustrate projects which may be in the public interest.

Expectations regarding community engagement should be realistic. Most commonly, the community will have some level of knowledge and skill in the issues presented, and will usually be keen to express this. There will usually be competing interests which become apparent prior to or during the consultative process. If there were not these diverse

3 Australian Catholic University, Public Policy Institute Submission, April 2013


interests, many consultations would not be necessary. The main aim is not what all interests are satisfied, rather that these interests are acknowledged and addressed. Whichever method(s) of engagement is employed for each project/decision, the achievement of Council’s goals and objectives will depend significantly on Council’s ability to effectively communicate with participants.


2. Achieving Representative Engagement 2.1 Representative Definition

In the context of community engagement, the term representative broadly means involving people who represent the characteristics of the target population group. For example:

if an issue or project relates to the whole of North Sydney, then the engagement should include people from all age groups and types of characteristic, e.g. lower income, employed, not employed, people with disabilities, people from culturally and linguistically diverse backgrounds and Indigenous communities.

if the issue or project relates to one age group or type of person, such as youth or older adults, then the people consulted should reflect those characteristics.

In relation to surveys, representative engagement requires further consideration of the validity of the survey in relation to sample size and method of selection, and the level of response to the survey. An engagement strategy needs to be as representative as possible, but also reflecting the level of issue or the importance of a project. For example:

an issue that relates to the whole of North Sydney and is considered to be a priority should include statistically valid and highly representative engagement.

engagement that relates to a small group of users of a facility or service may not need to be statistically valid, but should endeavour to involve as many people as possible.

Appendix 1: Target Group Requirements Checklist provides details the particular consultation requirements and needs for the key target groups.

2.2 How representative are Types of Engagement? Representative engagement will sometimes require undertaking both qualitative and quantitative type engagement, particularly where an issue is higher priority or relates to the whole of North Sydney. 2.2.1 Qualitative Engagement Qualitative engagement refers to the ‘quality’ involvement of people through face‐to‐face meetings and workshops, where the input will not be statistically valid but will provide a better understanding of the views and expectations of the community. Qualitative engagement cannot be statistically valid, as it is not measuring the quantity of a response; it is instead gaining a range of views and ideas. However, it can be representative by involving a range of people who reflect the characteristics of the broader community or target group.


2.2.2 Quantitative Engagement Quantitative engagement refers to obtaining data to ‘measure’ the response of the community regarding an issue, need or view. This is generally undertaken through surveys (by mail, telephone or interview). 2.2.2.1 Survey Representativeness To be representative, a survey must undertake a process of random sampling. Random sampling aims to minimise bias and is describes all members of the population having an equal chance of inclusion in the sample. The ‘population’ refers to the total category of subjects which is the focus of attention in a particular research project e.g. the total population in North Sydney, or the population in a Council Ward, or a particular target group such as all youth in North Sydney. Council’s Community Engagement Coordinator and or Manager Corporate Planning and Governance can assist project coordinators to calculate confidence levels and margins of error.


3. Steps to Effective Community Engagement

Some decisions or projects will require more engagement with the community than others. There are many ways for conducting community engagement. Council often has limited resources and time with which to meaningfully engage the community. Devoting substantial resources toward community engagement when the community has very limited influence on a decision, or when a decision is straightforward or of minor significance, is generally an unwise use of resources. Similarly, allocating insufficient resources for community engagement over very important and complex decisions will mean that Council is deprived of potentially valuable contributions by the community. To help Council make decisions on how it will approach community engagement for a given issue, it will use the framework outlined below. This framework has been adapted from that developed in 2000 by the International Association for Public Participation (IAP2). Community engagement activities undertaken by North Sydney Council will be determined after staff and consultants have undertaken the following five steps:

It is the project coordinator’s responsibility to decide on the type of engagement required for each project/decision. This decision should be based on the objective of the project/decision and the outcomes needed. Choosing just to ‘inform’ may seem an easy option. However, involving the community at an early stage in the project/decision will enable the project coordinator to address concerns and limit the possibility of problems or issues arising at a later stage.

3.1 Step 1 ‐ Assess the Level(s) of Impact To determine the level of impact on the community/stakeholders the following steps are necessary: 3.1.1 Identify Stakeholders

Consider the extent to which the individual, group or other perceives they will be affected by the problem/opportunity to be addressed.

List the people and groups that may care about the decision and their interests and concerns; and/or to.

Identify stakeholders by the extent of their level of interest and perceived distance from the impact(s) of the decision ‐ see Diagram 2. Some people will be extremely engaged, attending every meeting and consistently being part of the process. Others


will comment occasionally or from afar. Some might know the process is going on, but still do not become engaged.

The following diagram4 helps project coordinators to consider how ‘distance’ from the decision and interest level can affect engagement and communication techniques. This diagram clarifies that there is no single ‘community’, but different levels of community (or communities) based on differing degrees of public interest and ability to participate, even within a single group; and acknowledges that people may move from orbit to orbit.

Diagram 2: Level of Stakeholder Impact on the Decision/Impact/Problem

3.1.2 Correlate Stakeholders and Issues

Once the key stakeholders have been identified the ‘level of impact’, where impact relates to the effect of an action or change on the community, needs to be determined. The table below outlines the four (4) ‘levels’ ‐ for more information refer to Appendix 2: Level of Impact Brief Description

Level 1: High ‐ LGA Wide High level of impact on the whole/large part of North Sydney LGA

Level 2: High ‐ Local High level of impact of a local nature, on a local area, specific community or user group

Level 3: Low ‐ LGA Wide Lower level of impact on the whole/large part of North Sydney LGA

Level 4: Low ‐ Local Lower level of impact of a local nature on a local area, specific community or user group

4 Lorenz Aggens’ visual representation ‘Orbits of Participation’ ‐ adapted from the Planning for Effective Public Participation Student Manual, International Association for Public Participation, 2006.

Uninterested apathetic

Observers

Reviewers

Advisors

Planners

Deciders

Decision/ Issue/Problem

Distance from Decision/Issue/Problem


These levels are based on the assumption that any project, issue, service or action will have some real or perceived impact on the community. To determine the level of impact project coordinators will firstly need to determine the stakeholders that will be affected by the project, issue service or action. There may be times when a project could fit into more than one impact level. If this occurs project coordinators will need to be objective and discuss the project with other internal Departments, as well as relevant external agencies, to determine what the most appropriate level(s) are. There may also be times when a project meets some of the criteria but not all, when this occurs project coordinators must use judgement to decide the most appropriate level. It is important that consideration of the broader links a project has with other projects throughout Council is given.

Example: There will be projects that may be a Level 3 or Level 4; however the implications of such could be linked to a project of Level 1 or Level 2. Council may commit to building a new ‘pocket park’, which will impact immediate residences more than the whole LGA i.e. Level 3 or 4. However the project is also linked to the broader implications for Council’s Open Space Provision Strategy that is a Level 1 project. It is important to also consider the broader links a project/decision has with other projects throughout Council, including linkages to the

North Sydney Community Strategic Plan and/or Delivery Program.

Furthermore, it is essential that during the lifespan of a project that the level of impact is continuously reassessed to ensure the engagement methodology is appropriate to the various stages of the project. Sometimes throughout a project situations may occur that may require the need to rethink the level of impact.

3.2 Step 2 ‐ Assess the Level(s) of Engagement The best outcome includes community satisfaction with the scope and execution of the project/decision and an understanding that stakeholder views have been considered in the outcome. Having decided on the ‘level of impact’, the next step is to determine the level(s) of community engagement appropriate to the nature, complexity and impact of the project/decision. Depending on the stage/phase on a project/decision various levels of engagement may be simultaneously required e.g. ‘inform’ and ‘consult’ and/or may be required to move between levels of engagement throughout the life of a project/decision. Similarly a project‐specific Community Engagement Strategy should be periodically reviewed throughout the implementation stage/phase to ensure that the chosen methods are best meeting the project’s objectives and/or if the level of participation is low for a particular method it be may be prudent to review the possible reasons for this and/or to identify other more suitable methods. 3.2.1 Levels of Engagement Council’s community engagement framework involves four (4) ‘levels’ of engagement, which are outlined in the following table5. Community engagement is a fluid process and

5 Adapted from IAP2 http://www.iap2.org.au/spectrum.pdf


depending on the project/decision type, may need to move between the levels of engagement for the various stages of the project, including the three (3) key phases of before, during and after ‐ for more information refer to Appendix 3. Type Description Promise to the Community

Inform To provide balanced and information to help the community understand issues, problems, alternatives, opportunities and/or solutions.

Council will keep stakeholders informed.

Consult

To obtain community feedback on issues, analysis, alternatives and decisions being considered by Council.

Council will keep stakeholders informed, listen to and acknowledge aspirations, concerns and issues, and provide feedback on how stakeholder input influenced the decision.

Involve To work directly with communities throughout the process to ensure that the community aspirations, concerns and issues are consistently understood and considered.

Council will work directly with stakeholders to ensure that their aspirations, concerns and issues are directly reflected in the alternatives developed and provide feedback on how stakeholder input influenced the decision.

Collaborate To partner with communities in each aspect of the decision including the development of alternatives and the identification of a preferred solution.

Council will look to stakeholders for direct advice and innovation in formulating issues, alternatives and solutions and incorporate advice and recommendations into Council decisions to the maximum extent possible.

Note: To ensure the appropriate level of community participation specific legislative requirement and other relevant Council policies must be considered.

The following diagram helps further explain the ‘levels of engagement’. For many stakeholders, depending on the nature of the issue, information or ‘inform’ is often the only form of engagement they wish to participate in.

Provision of information is the primary form of engagement

Ongoing process ‐ provide feedback and information upon which can make

informed decisions

Provision of information

(Inform)

Information Gathering

(Inform/Consult)

Collaborative process ‐ stakeholders define the issue, identify priorities and

develop solutions

Participation

(Consult/Involve/ Collaborate)

Consultation

(Consult)

Provision of information with the objective of receiving feedback in order to inform the decision making process

Diagram 3: Levels of Engagement


Whilst ‘informing’ is important, project coordinators should provide active participation (i.e. Consult, Involve and Collaborate levels) opportunities appropriate to the ‘level of impact’. Such methods enable stakeholders to be more involved, gain ownership and develop commitment to a project. Through active participation the community gain a more informed understanding of Council processes and constraints. However, it is acknowledged that active participation is not always possible or appropriate e.g. due to the objective and outcome of the project/decision, existing constraints or previous work already undertaken which provided sufficient information. It is important to understand that during a consultation phase there will be many opinions and a diversity of input provided. In many cases there can be a difference of opinion between the community and Council, and also between community members themselves. It is important to recognise and communicate that consultation is not necessarily gaining agreement from all parties, although that is ideal. Consultation is a process to gather opinions and ideas. Gathering this information allows investigation of possibilities that may not have been previously identified. In the case where the opinions and ideas are not agreed upon, project coordinators need to clearly explain why ideas were not incorporated into the project. Informing people is an ongoing process that should occur throughout the life of your project. It is important to maintain a dialogue with the community, particularly those who have expressed interest. Keeping the community informed will assist project coordinators to involve them at stages throughout the project and also increase their understanding of the process and the project.

3.3 Step 3 ‐ Determine appropriate engagement methods By using the Community Engagement Matrix on pages 27‐29, project coordinators will be able to see the engagement methods should be used for the project/decision, dependent on the level of impact. Different issues and situations call for different engagement methods. Appendix 4 is designed to assist Council in the choice of appropriate engagement methods. By using the Matrix project coordinators can determine the specific types of engagement strategies appropriate to use for that type of project or decision, dependent upon the level of impact and level of engagement. The Matrix provides an easy way to identify what is essential (what must be done), what is desirable and what may be appropriate (optional or where appropriate) methodologies per project/decision. It is recognised that there is diversity in the activities and projects across Council, and the type of engagement undertaken should vary accordingly. As such a flexible approach has been adopted in the design of this Matrix, enabling staff to determine the potential impact of a situation, and therefore the appropriate level of community engagement. Overall, the Matrix enables flexibility, and recognises that project coordinators have the capacity to judge the potential impact of a situation and the appropriate level of community participation. The following diagram highlights some of the key ‘factors’ that must be taken into consideration when determining engagement methods. Whichever method is chosen, the process needs to be open, responsive, inclusive, consistent and accountable.


Diagram 4: Factors to consider when determining engagement methods

3.4 Step 4 ‐ Prepare a Community Engagement Strategy Using the information gained in the previous three (3) steps, a ‘Community Engagement Strategy’ must be developed for the project/decision. The engagement strategy should outline the engagement methods to be used, a timeframe for each, who the responsible officer (project coordinator) is and the resources required. Timeframes for engagement are important. It is essential that sufficient time is allowed to disseminate information and to allow the community to make a considered response. All communications wherever practicable will be in plain English. If technical terms are required to be used simple explanations will be provided6. Engagement process must be designed to ensure the greatest opportunity for input from all stakeholders (i.e. a minimum of four (4) weeks i.e. 28 days). Consultation periods should not start and end during the period 1 December to 30 January. In the case of more targeted approaches, the stakeholders or participants in the process should be given an opportunity to identify any time requirements or constraints and minimum requirements can be negotiated. Council will endeavour at all times to allow a reasonable period of time for public response during a period of community consultation. As outlined in the guiding principles on page 10‐11, it is essential when working with the community to provide feedback to those who participated in the project/decision. The engagement strategy must also include how and when feedback will be provided to the engaged stakeholders, both during and the conclusion of the project/decision. Feedback on the following will be provided as a minimum:

outcome of the process(s);

changes to the engagement strategy;

date and content of a Council report (including Council resolution, as appropriate); and

any new information. The most appropriate methods to provide feedback to participants is by direct letter or email. Some other suitable methods include flyers, web pages, media releases, advertisements and or holding a public meeting or information session.

6 Refer to the Guiding Principle 5: Provision of Information, page 11 for more information.


If a difference occurs between community input and Council’s final decision, the reasons will be clearly and unambiguously stated.

3.5 Step 5 ‐ Evaluate Evaluation is a key part of any project management process. As part of its commitment to effectiveness of engagement, Council’s associated decision making process will be evaluated after a final decision has been made. Evaluation is also imperative to the ongoing development of Council’s community engagement practices. Evaluation can assist in identifying what has been learned and what might be done better. Evaluation should be undertaken throughout the lifecycle of the project/decision. 3.5.1 Why evaluate The benefits of evaluation include:

continuous ongoing improvement of the project;

assessment of the performance of the project against its objectives;

gather input for future projects; and

continuous improvement of Council’s community engagement practices.

3.5.2 How to evaluate

The evaluation should focus on both the process and outcome of community engagement. It should include the views of participants about the value of the exchange, especially whether the engagement process achieved its objectives, and whether the methods used were suitable. The following criteria should be taken in consideration when designing the evaluation:

What was successful and unsuccessful (i.e. opportunities for improvement)?

What will measure success (i.e. appropriate techniques)?

How will we gather data (i.e. what tools are readily available)?

What does the collected data mean and how will it be used?

3.5.3 What to evaluate

The evaluation should include two (2) parts:

1) the process and methods used to implement community engagement; and 2) the outcome of the community engagement program.

The following questions should be considered as part of the evaluation process, both during and after consultation:

Phase Suggested Questions

During the consultation

Is the approach we are using working ‐ can we change anything to make the rest of the process work better e.g. different engagement method? Additional target groups?


Phase Suggested Questions

Have we promoted as widely as possible?

How have people found out about the consultation?

Are we reaching the target group(s)?

After the consultation

How could we have done it better?

Was the presentation and the information provided appropriate to the participants’ needs?

Did any of the participants express concern about the process? Were there any complaints? Were these complaints valid? What could we have done to avoid that complaint?

Did the participants compliment us on aspects of the process? Why? How can we build on these strengths?

What skills were lacking?

What skills did we discover?

Do we need to engage specialists or can we be better trained to facilitate the process in the future?

Did the specialists we engaged meet the requirements?

Did we get the information we wanted?

Even if community members did not get the result that they had hoped for, are they satisfied that they were heard and that we considered their views?


4. Community Engagement Matrix Council’s community engagement framework outlines best practice employment of engagement methods (techniques). It is not designed to dictate what engagement methods to use but rather assists staff to consider the range if methods that could be employed dependent upon resourcing needs. The Matrix is integrated as a guide to assist in determining the levels of engagement needed. Professional judgement is to be used by Council Officers in deciding which of the engagement methods should be undertaken because each project/decision type is unique. Council’s Community Engagement Coordinator and or Manager Corporate Planning and Governance can assist staff to use the Protocol to develop an engagement strategy for a project or decision. Note: Different methods may be used through the engagement process. What worked well for one project may not be appropriate for another similar project. Therefore for the methodology must be applied in the initial planning stages of each project or decision and a project‐specific engagement strategy prepared. The following table defines the engagement methods outlined in the Matrix ‐ listed in alphabetical order, not in priority order or by level of engagement. Appendix 4 details the strengths and weaknesses of each method.

Method Function

Advertisement Important means of advising the community about an engagement opportunity. Potentially reaches broad public. Can include within the weekly Corporate Advertisement in Mosman Daily.

Creative/Arts Based Strategies

Arts‐led consultation works well with specific target groups including children and young people who may be alienated by traditional consultation methods e.g. art workshop, theatre, photography7, writing, music based etc.

Comment Form

Form created in hard and soft copy and distributed along with other engagement opportunities usually during a public exhibition period, it operates similar to a survey in that the purpose is to obtain positive and negative feedback.

Deliberative Polling

Measure informed opinion on an issue. Participants are not expected or encouraged to develop a shared view.

Direct Letter Personally addressed letter distributed to affected households or stakeholders groups, outlining the issues and inviting comment, participation.

Displays or Kiosk

Information should be displayed at Council sites including Customer Service Centre, Stanton Library, Olympic Pool and Coal Loader Centre. Where appropriate information displays and/or kiosks (stalls) can be placed in well travelled/accessible areas e.g. shopping centres, train stations (providing permission is granted by the property owner) and at community events (stakeholder appropriate).

7 This may include, but is not limited to Photovoice ‐ a process of collecting information and expressing issues

and concerns through photos. Community members may be provided with disposable cameras or film which enables them to record things as they see it and provide examples.


Method Function

Existing Groups and Networks

Small meetings with existing groups or in conjunction with another group’s event. Including, but not limited to Chambers of Commerce, Community Centre Boards of Management etc.

Fact Sheet

Provides fast facts about an issue/proposal, including key feature, benefits and contact information. Usually limited to one to two pages.

Focus Groups Characterised by single issue focus. Two formats: a) message testing forum with randomly selected members of target audience; and b) used to obtain input on planning decisions. Discussion groups of around 15 to 20 people, led by a facilitator. The participants are invited because they have a particular interest, involvement or stake in the subject. The group may comprise of professionals and/or residents with particular skills and competencies relevant to the particular issue. The purpose is to find out the range of options that exist on a particular topic. Focus groups can not measure how widely those various opinions are held in the community.

Interviews

One‐to‐one meeting with stakeholders to gain information for developing or refining public involvement and consensus‐building programs. Where feasible interviews should be conducted in person.

Letterbox Drop Seeking feedback through an unaddressed flyer or leaflet delivered to an (potentially) affected area, summarising the relevant issues and inviting comment, participation.

Media Release Fax or email will be made available to local newspapers and other media formats. Informs the media of a project or milestones.

Newsletter

Similar to Fact Sheet; usually has readily assembled distribution list. Also refers to North Sydney News, Council’s periodic community newsletter distributed to all households.

On‐hold message

Information included on Council’s ‘on hold’ message service, used to inform incoming callers and customers placed on Council who contact Council via the Call Centre.

Online Panels

A group assembled to debate or provide input on specific issues. Known as VoiceBox, Council’s pilot engagement program is made up of five panels. Each panel theme aligns to one of the five Directions of Community Strategic Plan. Members subscribe to the panel(s) of interest to them. Readily accessible group which can be informed of issues and/or invited to participate on consultation opportunities.

Petition

Petitions may be submitted to Council or may be led by Council. A formal, written request made to an official person or organised body, often containing many signatures, compiled in order to exert moral authority in support of a specific cause. Refer to Council’s Information Sheet: Making a Written Submission to Council.

Poll

Suitable for general attitudinal surveys. Random sampling of population usually by telephone or online (web‐based) to gain specific information for statistical validation. A Community Poll may be conducted at Local Government elections every four years, compliant with legislative requirements.


Method Function

Precinct Committees North Sydney Community Precinct System was established in the late 1970s, encouraging residents, workers, students and property owners to take an active role in providing input into the operations of Council. Precinct Committees are organised by the residents and are advisory. Precinct meetings are one avenue for informing Council of community opinion and maintaining two‐way communication between community members and Council staff and Councillors. The Precinct System operates independent of Council.

Public Exhibition

Minimum 28 days period during which a proposal may be exhibited to the public and written submissions received.

Public Hearing

Formal meetings with scheduled presentations offered. Typically, members of the public state opinions/positions that are recorded.

Public Meeting or Information Session

Generally focused on issues of broad interest to the community. Open to the public at large. An organised large group meeting usually sued to make a presentation and give the public an opportunity to ask questions and give comments. May be held a community venue, at the site of the matter under engagement or at the Council offices. Initiations will be sent by one or more of the following methods ‐ advertisement in local paper, letterbox drop or other media outlet.

Rates Notice

Information flyer included with rates notice.

Reference Groups and Working Groups

Special interest committees set up resolution of Council i.e. citizen advisory Committees. Members of the public are welcome to attend these meetings. For more information refer to Council’s website.

Reply Paid Card

Postage paid comment form to encourage feedback. Similar to Comment Form.

Signage

Similar to Displays, however signage may be erected on‐site in the form of a poster or banner. Promotes contact details and weblink (QR code).

Site Meeting or Site Visit (tours or field trips)

Similar to an Information Session whereby the meeting is held on the site of the proposal/issue. Refer to Council’s Code of Meeting Principles and Practices for definitions and appropriate use when related to development applications.

Social Media

Information distribution tools. Council currently has a Twitter account and several Facebook pages.

Suggestion Box Device for obtaining comments, questions and requests. In its most basic and traditional form, it is a receptacle with an opening, not unlike an offering box or voting box.

Survey or Questionnaire

Used to obtain qualitative or quantitative data, this may include individual’s attitudes, beliefs or information. Should be administered to avoid bias. May be conducted in a variety of formats including hard copy, online or telephone. Topical attitudinal questions may be asked via the biennial Customer Satisfaction Survey.

Ward Forum

Council holds forums on a quarterly basis; one per Ward per year. Forums are open to residents and businesses residing/operating within the Ward.


Method Function

Web Page Information will be placed on Council’s website.

Working Party

A group assembled to debate or provide input on specific issues. Similar to Focus Groups however a Working Party is may remain active and engaged throughout the duration of a project/decision.

Workshop An informal public meeting that may include presentations and exhibits but ends with interactive working groups. May use a number of different styles and presentation formats.

Written Submission

Comment received from a member of the public on an issue or proposal that Council is considering. Submissions can be in the form of a letter (hand written or typed) or sent in digital format e.g. email or fax. Writing a submission gives the stakeholder the opportunity to raise issues or indicate support or opposition to a plan or proposal. Submissions are considered by Council in the decision making process.

The Matrix indicates the methods and circumstances by which an engagement process should be undertaken. It provides an easy way to identify what is essential (what must be done), what is desirable and what may be appropriate (optional or where appropriate) methodologies for each project or decision type as outlined in the key below:

Key

E Essential, this must be done. If can not deliver this must provide justification as to why.

D Desirable, must be considered. If can not deliver this must provide justification as to why.

AA As appropriate.

Example: If increased traffic volume has meant that a road widening project seems necessary, Council could inform those people affected and invite comment by:

‐ Advertisement in the local paper, and simultaneously, ‐ Letters to those most directly affected, ‐ A public meeting if the issue is contentious, and ‐ Follow up correspondence, telephone call or public meeting to advise of any decisions.

Level of Impact: High ‐ LGA wide Level of Engagement: Inform

Methods LGA wide/ High Impact

Local/ High Impact

LGA wide/ Low Impact

Local/ Low Impact

1. Inform

Web Page

E E E D

Advertisement

E E E AA

Fact Sheet (including translated version where required)

E E AA AA

Media Release

E D E AA

Information Display or Kiosk

E D E AA

North Sydney News (community newsletter)

E D E AA



Local/ High Impact


Local/ Low Impact

e‐Newsletter (see various subscriptions)

E D E AA

Social Media (Facebook/Twitter)

E D E AA

Online Panels

E D E AA

Reference Groups/Working Groups

E D D AA

Precinct Committees

E D AA AA

Existing Groups and Networks (e.g. Chambers of Commerce etc.)

E D AA AA

Face‐to‐face contact (e.g. interviews, site meetings/visits)

E AA E D

Letterbox drop

D E AA D

Direct letter (personally addressed)

D E AA D

Signage

D D AA AA

Community Ward Forum

D AA D AA

‘On Hold’ message

D AA AA AA

via Rates Notices

D AA AA AA

Local and/or metropolitan radio

AA AA AA AA

2. C

onsult

Public Exhibition i.e. inviting written submissions

E D E AA


E D E AA

Public Hearing

E D E AA

Existing Groups and Networks (e.g. Chambers of Commerce etc.)

E AA E AA

Focus Group or Workshop

E AA D AA

Community Ward Forum

D D D D

Comment Form or Reply Paid Card

D D AA AA

Reference Groups/Working Groups

D D AA AA

Precinct Committees (including the Combined Precincts Committee)

D D AA AA

Online Panels

D D D D

Survey or Questionnaire or Poll

D D D D


D D D D

Face‐to‐face contact (e.g. interviews, site meetings/visits)

D AA D AA

Working Party (establish project specific)

AA AA AA AA

Suggestion Box

AA AA AA AA



Local/ High Impact


Local/ Low Impact

Use Creative/Arts Based strategies

AA AA AA AA

3. Involve

Consult within Council

E E E E

Focus Group or Workshop

E E E E

Survey or Questionnaire or Poll

D D D D


D AA D AA

Working Party (establish project specific)

D AA D AA

Face ‐to‐face contact (e.g. interviews, site meetings/visits)

AA AA AA AA

Petition (when led by Council)

AA AA AA AA


Appendix 1: Target Group Requirements Checklist (Step 1)8 Target group listed in alphabetical order.

ABORIGINAL AND TORRES STRAIT ISLANDER PEOPLE (ATSI)

Group (and identified issue areas) Information Requirement Consultation Requirement

According the 2011 Census, 120 Aboriginal people (70 males, 50 females) and 13 Torres Strait Islanders (6 male, 7 female) live in the North Sydney local government area. They all speak English at home.

Engagement is most effective when councils have an understanding of the particular issues that affect Aboriginal people and Torres Strait Islander people and demonstrate genuine empathy.

Correct terminology is important as using the wrong terminology can cause offense.

For further guidance refer to the Council’s Aboriginal and Torres Strait Islander Cultural Protocol Guidelines 20139 or Engaging with local Aboriginal Communities: A Resource Kit for NSW Local Government 2007, prepared by the Division of Local Government and Local Government NSW.

It is important to get permission before starting work on any Council project that directly and significantly impacts on Aboriginal communities.

Getting permission involves forming partnerships with local Aboriginal organisations. They can advise on the correct protocol for gaining consent.

Refer to Council’s ‘Principles of Co‐operation’ agreement with the Metropolitan Local Aboriginal Land Council.

Be aware of laws which protect the rights of Aboriginal and Torres Strait Islander people.

Be aware and respectful of communication

differences. Use plain language wherever possible. Avoid

the use of acronyms and jargon.

Consideration should be given to arranging a Welcome to Country or Acknowledgement of Land at significant or large‐scale community events, ceremonies or meetings.

8 Adapted from Maribyrnong City Council’s Community Engagement Framework, 2000 9 in draft at time of publication.


BUSINESS COMMUNITY


Includes a range of business sizes (from small, medium to large) across a range of industries including technology, financial, property management, food and beverage etc.

Workers/employees of businesses operating in North Sydney are stakeholders also.

Consider providing information through Chamber of Commerce.

Increasing interest in information sharing via social media.

Preference for electronic information (online or web‐based) consultation as well as face‐to‐face methods that enable networking and professional development.

CULTURALLY AND LINGUISTICALLY DIVERSE COMMUNITIES (CALD)


Language‐ interpreter/ translation needs. Consideration should be given to people not being literate in their own language

Need to be sensitive to particular cultural and religious understandings, requirements/taboos etc.

Interpreters should always be provided

Translations should be provided

Videos are often a useful medium

Utilise ethnic press, and ethnic radio. Ethnic radio is often a good way of communicating with ethnic people.

Utilising key ethnic community people/leaders.

Attending existing ethnic groups / networks, where appropriate

Interpreters should always be provided.

Consider using ethnic services/key community contact people to provide expert advice; access to the Community and to assist in running the consultation process.

Utilising key community contact people may provide a greater insight into the community being consulted and may assist in gaining credibility.

Consider holding separate information/consultation sessions with different ethnic groups or at venues where ethnic groups already attend.

FAMILIES (including single parent families and carers with children)


Child care needs.

Timing is important for working parent(s).

Consider providing information through schools, maternal child health, child care services, libraries, shopping centres, community health

Provide child care to enable parent(s)/ carers to attend, where appropriate.

Consultations should be child friendly i.e.


centres, and other community spaces/venues.

provide toys/child activity space.

Children can be incorporated into consultations through community art/library and development activities. Schools, kindergartens/child care centres may also be utilised; incorporated as part of their activity program.

Meetings in general should be at night to enable attendance of working parent(s). Preferably after 7pm to enable parent(s) to have dinner and their children prior to attending.

OLDER PEOPLE


Frailty

Disabilities

Varying degrees have failing eyesight

Many are housebound

Often do not like to go out to meetings at night

Often do not drive or else require assisted transport

Cultural and Linguistically Diverse (CALD) ‐ a number of older people prefer verbal information as they are not always literate in their own language

Written material needs to be in plain, large print (font 18) on sandy coloured paper.

Information needs to be short and simple.

The use of translation and interpreters.

Consideration should be given to utilising support services and direct care workers to assist older people to participate in surveys, interviews, group sessions etc.

Older people often have language difficulties and disabilities it is better to hold group sessions or to use direct one‐on‐one assistance from support workers or people form their own ethnic/language group.

A more structured approach is better. When surveys or interview questions are used they should be simple, short and clear.

Adequate time needs to be allowed as communication could take longer.

Hearing loops and portable microphones should be available.

Assisted transport should be provided where possible.

Availability of respite care for carers


Venue should be accessible to people with a disability and preferably be on the ground floor.

OTHER


Transport often an issue for a number of groups.

Consultations need to be free/low cost (including parking) to enable attendance.

The cost of transport to attend needs to be considered.

Providing refreshments is often good.

May required incentive to attend/participate.

Provide transport where possible for large scale consultations.10

Consultations should be held in locations with ready access to public transport.

Consider providing food and beverages.

PEOPLE WITH DISABILITIES AND THEIR CARERS


Range of disabilities which require different forms of assistance to enable participation.

Written material needs to be in plain large print (font 14) on sandy coloured paper to be short and simple

Take into account special assistance required for disability i.e. Braille, sign language, audio cassettes, an advocate etc.

Use appropriate symbols in all advertising/promotional material.

Provide aides to enable participation e.g. advocates, attendant care/home carer, person to provide sign language etc.

Communication may take longer.

Consider gaining assistance from specialist disability agencies and from workers who work with people with disabilities.

Assisted Transport needs to be provided.

Venues must have accessible access and toilets.

Respite Care should be provided to enable carers to attend.

Provide resources that enable people with

10 Transport may be required by older people, people with disabilities, youth, families with young children, people on low incomes, and others that have no access to transport.


disabilities the opportunity to participate e.g. phone ins, e‐mail etc.

Consider venue set up suitable for guide dogs.

YOUNG PEOPLE (12 to 24 years)


Youth will often not attend usual consultation forums or partake in structured consultation approaches.

Need to go to where youth hang out.

May require transport to attend consultations.

May required incentive to attend/participate. Parent/carer consent required for young people under 18 years of age.

Information is best provided through venues/spaces where youth hang out or through youth workers or other people that youth trust

Where written material is used should be catchy, bright with popular features such as computer generated animation.

Information needs to be short, simple, using language which is catchy.

Do not assume that young people will read information /public notices in newspapers.

Make up posters/flyers and distribute through schools, youth services and railway stations etc.

Use less structured approaches e.g. take consultation to them/conduct in venues/spaces they frequent.

Venues and consultations should be relaxed and informal.

Art and community development activities are often highly effective.

Consider utilising youth workers to assist with the process. Can often assist with accessing or gathering young people for consultation purposes.

Schools are often happy to participate and to include such activities within their curriculum.

Remember not all youth attend schools.

Transport will often need to be provided e.g. bus.


Appendix 2: Level of Impact (Step 2)

LGA Wide Impact

Local Impact

High Level Impact

Level 1: The proposal will have a real or perceived impact across the whole LGA or a number of different parts of the city; or on a number of different population groups across North Sydney. It has the potential for one or more of the following: a) Creating community controversy and/or conflict b) High level of community interest c) Impacting on Sydney regional or State strategies and directions. Examples: Community Strategic Plan, Delivery Program, Local Environment Plan, Development Control Plan, city‐wide strategies and plans e.g. parking, heritage, introduction of new community focus activity in response to major community issue, removal of facility or service e.g. library services, provision of a regional facility e.g. skate park, indoor sports centre, key changes to LGA wide services e.g. waste management; and changes to or impact on natural bushland (where the natural values could be affected).

Level 2: The proposal will have a real or perceived impact on a particular locality or suburb, or on a number of different parts of North Sydney; or on a particular population group. It has the potential to create community controversy at a local level and/or there is existing or potential high level of the community or sectional interest. Examples: Masterplans for major parks and sporting fields, addition or loss of a local service of facility e.g. removal or relocation of a local playground, change to or loss of a valued activity or program e.g. local youth activity; upgrades to major parks or open space, local street works or road closure, increase or removal of car parking in local shopping centre; and development of capital works proposals for local projects.

Low Level Impact

Level 3: Recurrent large scale programs and activities which impact across North Sydney but which have a low potential for dispute or require relatively minor behaviour changes by residents/stakeholders. Low risk of controversy or conflict. Examples: Capital works program overall, change of location or hours of operation of a LGA wide service, changes to current major community focus activities e.g. NAIDOC, Youth Week or Seniors Week, road sealing or footpath upgrade programs, changes to Customer Service processes e.g. payment of rates or office hours, most changes to fees and charges (unless contentious), provision of community wide event, review of community needs e.g. Customer Satisfaction Survey or recreation needs assessment.

Level 4: Small change or improvement to services or facility at a local level. Low risk of controversy. Examples: Naming of a local facility, local events/celebrations, amendments to Masterplans, upgrades to neighbourhood parks and playgrounds, local street or streetscape upgrade, specific events for local groups or special groups, local traffic proposals, change to local activity program e.g. timing of venue/location.


Appendix 3: Level of Engagement (Step 3)

Level of Engagement

Objective/Goal Promise to the Public Actions Example Techniques

Inform To provide balanced and information to help the community understand issues, problems, alternatives, opportunities and/or solutions.

Council will keep stakeholders informed.

Advise the community of a situation or proposal

Inform on a decision or direction

Provide advise on an issue

No response require from the public

Fact sheets, websites, advertisements, social media

Consult To obtain community feedback on issues, analysis, alternatives and decisions being considered by Council.

Council will keep stakeholders informed, listen to and acknowledge aspirations, concerns and issues, and provide feedback on how stakeholder input influenced the decision.

Research to identify appropriate stakeholders, individuals and/or groups and their needs or issues

Seek comment on proposal, action or issue

Seek feedback on service or facility

Request response, but limited opportunity for dialogue

Take account of consultation feedback in decisions making

Public comment (written submissions), focus groups, surveys, public meetings

Involve To work directly with communities throughout the process to ensure that the community aspirations, concerns and issues are consistently understood and considered.

Council will work directly with stakeholders to ensure that their aspirations, concerns and issues are directly reflected in the alternatives developed and provide feedback on how your stakeholder input influenced the decision.

Involve the whole community or identified segments of the community in discussion or debate.

Assist the development of informed input through briefing and information dissemination

Use participatory approach in meetings and forums.

Involve the community at different stages of the planning process

Workshops, deliberative polling

Collaborate To partner with communities in each aspect of the decision including the development of alternatives and the identification of a preferred solution.

Council will look to stakeholders for direct advice and innovation in formulating issues, alternatives and solutions and incorporate advice and recommendations into Council decisions to the maximum extent possible.

Establish partnerships for involvement in decision making

Use participatory approach in meetings and forums.

Establish mechanisms for ongoing involvement

Develop ways of keeping the community informed

Allocate clear responsibilities for achieving outcomes

Citizen advisory committees, consensus‐building, participatory decision‐making


Appendix 4: Engagement Methods Strengths and Weaknesses (Step 4) Note: Listed in alphabetical order not priority order. Level of Engagement applicable is indicated. Method Comments Level of Engagement

Inform Consult Involve Collab‐orate

Advertisement

Allows for relatively limited amount of information.

Stand alone adverts appearing outside of the Corporate Advertisement can be more effective in attracting attention, however may be more expensive.

Include in North Shore Times when the project/decision affects residents/businesses in the area serviced by this paper.

Consider other publications when projects are of regional significance.

Consider advertising in other special interest publications relevant to target groups.

Creative/Arts Based Strategies

Useful for engaging children and young people who express themselves in visual, tactile and physical ways.

Can be resource intensive depending on the length of the engagement.

May require experienced facilitator, however could be administered in‐house.


Requires experienced facilitator.

Resource intensive. Can take a number of days.

Exposure to different backgrounds, arguments and views.

Useful for telling decision makers what the public would think if they had more time and information.

Direct Letter

Confidence in knowing (potentially) affected stakeholders are informed.

Displays or Kiosk

Can reach a large number of people providing it is held in a suitable location i.e. high traffic appropriate to target audience.

Computer technology can be used to make interactive and to gather comments.

Information needs to be kept up to date.

Equipment or materials may “disappear”.

Existing Groups and Networks

Understand who the likely audience is to be.

Opportunity to get on their agenda.


Method Comments Level of Engagement Inform Consult Involve Collab‐

orate

Provides opportunity for in‐depth information exchange in non‐threatening forum.

May be too selective and can leave out important groups.

Fact Sheet

Can cater for people with language, literacy and disability needs.

Design is important ‐ it needs to get noticed. Make visually interesting.

‘KISS’ ‐ keep it short and simple.

Be sure to explain public’s role and how public comments will be considered.

Q&A format works well.

No guarantee material will be read.

Focus Group

Brings together small groups of people to discuss topics on which information is required.

Works best for select target audience.

Useful for exploring issues and gaining in depth feedback, especially for topics which are vague/ imprecise/tenuous and where facilitated discussion is required.

Particularly useful for exploring issues before broader consultation takes place.

Relatively expensive if conducted in focus group testing facility/by external agent.

May require payment to participants, depending of commitment duration.

Less formal and intimidating then Public Meetings.

If used on its own may not be representative of the wider community.

Interviews

Provides opportunity to obtain feedback from all stakeholders.

Provides opportunity for in‐depth information exchange in non‐threatening forum.

Scheduling multiple interviews can be time consuming.

Letterbox Drop i.e. flyers

Provides community‐side distribution of information; however no guarantee that intended recipients receives if distributed by a third party.

Media Release Press release language is often used directly in articles.

Free promotion if picked up.

Low media response rate.

Frequent poor placement of press release within newspaper.



orate

Newsletter (includes e‐newsletter subscriptions and North Sydney News)

Inexpensive way to directly reach stakeholders (if article/information included within existing publication).

Hope recipients will pass on messages to others since electronic‐based mail is much easier to share than hard copies.

Subscriptions can be difficult to maintain current e‐mail address as these tend to change more frequently then postal addresses.

‘On hold’ message

Effective method by which to ‘inform’. Council experiences a high volume of incoming calls.

Useful for issues of high volume. Can be used to record and distribute specific information or for responding to straightforward questions.

Provides quick, accurate information around common issues of concern.

Cost effective promotion method.

Online Panels

Pilot program commenced in 2013. Panel members subscribe to one or more ‘panels’ of interest i.e. each panel has a theme. Can access readily accessible group of stakeholders interested in a particular theme.

Can consult/involve stakeholders at a time and place convenient to them.

Can not be relied upon as sole method as membership levels may vary and member demographic data not known (re validity).

Petition Effective for demonstrating large volume support for or against a proposal.

Refer to Council’s Information Sheet: Making a Written Submission to Council for instruction as to the acceptable format required for Council to receipt petitions as submissions (for consult level)

Poll Good for asking quick, direct questions.

Can be relatively inexpensive and quick to set up if web‐based.

Easy for people to participate if web‐based.

Lacks ability to provide in‐depth feedback to participants.

Responses limited to one or other answer e.g. yes or no.

Opportunity to include questioning as part of a Community Poll only occurs one every four years (i.e. with Local Government Election).

Precinct Established mechanism.



orate

Committees

Precinct Committees have strong local knowledge.

Good for planning/consultation on a regional and/or specific geographical area.

Some Precinct Committees are more active/well attended than others. A number of Precinct Committees/areas are currently inactive.

Can be dominated by a few individuals.

Those attending may not be representative.

Statistical analysis of Precinct meeting attendance has shown that around 0.24% of the North Sydney population participates in Precinct Committees (2012).11

If Precinct meetings are frequently used as a setting for Council activities in public consultation, this may stifle opportunities for Precinct members to set their own agendas in regards to issues of importance to them.

Public Exhibition

Enables detailed written submission and responses to documents.

Effective way of ensuring that stakeholders fee that they have been able to seen and comment on the final document/proposal ‐ providing the exhibition period has well promoted.

Minimum 28 day period. The minimum period should not include 1 December to 30 January.

Large volumes of data available in exhibition documents can be off putting. However provision of large volumes of data (supporting documentation) may of interest to specific target audiences.

Public Hearing May be required by sponsor and/or legal requirement.

Provides opportunity for public to speak without rebuttal.

Does not foster constructive dialogue.

Can perpetuate and “us vs. them” feeling.

Can be “hijacked” or dominated by individuals and or groups.


Provides a forum for information to be exchanged, while being able to gain participant views. Enables discussion and questions to be raised.

Can gain feedback regarding how people are responding to the information.

11 For more information refer to related Council report: http://www.northsydney.nsw.gov.au/files/a2c93d5f‐60b4‐4d51‐93b9‐a17300a813b0/G04_Community_Engagement_Programs_and_Practices_Review_‐_Recommendations.pdf



orate

Transparent. Enables addressing immediately any misconceptions and concerns.

Format often limits the depth of discussion.

Provides potential access for a large number of people to be engaged at the one time. If used carefully, can complement other forms of consultation.

An independent/external facilitator may be required to avoid perceptions of bias.

Facilitator needs to establish an open and neutral environment for all views to be shared.

Some people find public meetings intimidating.

Meetings can escalate out of control because emotions are high.


Can have low turn out. Relies on people choosing to attend the meeting.12

People have different commitments; sometimes it will be appropriate to hold the same meeting twice, at different times.


People need to be able to get to the meeting. Access to free/low cost parking and or public transport is preferable.

Adequate notice period required; people need time to arrange childcare etc.

For high impact/LGA wide issues ‐ consider access to information in alternate formats e.g. use Auslan interpreters for people who are deaf or hearing impaired, Braille, audio tape or access to language interpreters.

Rates Notice Flyers etc can be distributed to all ratepayers periodically ‐ need to check when distributed.

Cost involved.

Limited amount of information can be conveyed.

No guarantee that intended recipients read it as may get lost amongst numerous other materials included in envelope.

Reference Groups and Working Groups (Council appointed special interest groups)

Ready audience formed around common theme. Input is ongoing ‐ as such enables community to gain skills in participation, in Council processes and in specialist areas.

Useful for ongoing advice and comment on planning and policy formulation.

12 Effort needs to be made to attract people to meeting and to ensure they consider it worth returning; an indicator of this is whether local community meetings are well attended.



orate

Group can take an ongoing monitoring role.

Useful way of checking views before going out to a wider audience. Method by which can quickly gauge community attitudes to Council positions and current trends.

Can be seen as providing an independent view from Council.

Limit to the number of people able to be on the Group, as such can not represent everyone.

Can be dominated by a few individuals.

Reply Paid Card Encourages response as no cost involved to participant.

Doubles as promotional flyer.

Relatively inexpensive with potential to hear back from a large number of people.

Artwork must be approved by Australia Post. Design and approval turn‐around time needs to be taken into consideration.

Signage A4 or A3 size posters work well.

Simple, eye catching/visually appealing formats work well.

Can include QR code which is smart phone enabled direct to web page.

Permission is required to display posters and/or erect banners on both Council and private property.

Contact Council’s Community Information Officer regarding display in Council’s noticeboards.

Site Meeting or Site Visit (tours or field trips)

Familiarisation of site/environment in which proposal will exist/operate. Allows discussion and conceptualisation in situ.

Format often limits the depth of discussion.

Facilitator/chair needs to establish an open and neutral environment for all views to be shared.

Meetings can escalate out of control because emotions are high.


Can have low turn out. Relies on people choosing to attend the meeting.


People need to be able to get to the meeting. Access to free/low cost parking and or public transport is preferable.

Social Media Increasingly popular medium. Used by a diverse (including age) range of stakeholders, including businesses.



orate

Effective for informing or promoting engagement opportunities via 140 characters or less (Twitter).

Recipients can forward on engagement opportunities to their ‘friends’ and ‘followers’.


Can invite negative comments on the public domain.

Suggestion Box On‐site box can be used to capture additional participant feedback, particularly appealing to those who do not wish to speak up in a group setting.

Online format possible.

Random suggestions may not assist tackling specific issues/proposals. Often submissions received are requests for service as opposed to feedback/input.

Survey/ Questionnaire (written, phone and face‐to‐face)

Need to be well structured to gain useable data.

Useful for quantifiable data.

Before consulting determine if need statistically valid results.

Requires skills to compile data i.e. analyse unless online tools are readily available.

Can obtain feedback/input from a large number of people.

Can target demographics or geographic sample.

Difficult to use of qualitative or for in‐depth information.

Can be difficult to complete for people with literacy or language difficulties.

For high impact/LGA wide projects/issues soft and hard copy surveys should be available in range of languages.

May need incentive for people to complete soft/hard copy surveys/questionnaires.

Working Party

Brings together small groups of people to discuss topics on which information is required.

Useful for exploring issues and gaining in depth feedback, especially for topics which are vague/ imprecise/tenuous and where facilitated discussion is required.

Particularly useful for exploring issues before broader consultation takes place.

Effective for internal consultation and development of proposal/corporate documents.

Webpage Can provide additional information and linkages to what can fit in an advert, fact sheet, poster etc.

Information is readily accessible to those with Internet access. Promotion via website along can be limiting



orate

as excludes those without ready access or who prefer other communication methods.

Put critical information at the top of the page.

Large files or graphics can take a long time to download.

2011 ABS data shows a small proportion of households with either no internet connection or a dial up connection, but a larger proportion of households with broadband connectivity.


Workshop

Fosters small group or one‐to‐one communication.

Maximises feedback obtained from participants.

Fosters public ownership of solving problems and ideas development.

Builds credibility.

Several small group facilitators are necessary.

Ability to draw on other team members (facilitators) to answer questions.

Hostile participants may resist what they perceive to be the “divide and conquer” strategy of breaking into small groups.

Written Submission

Submitter has the ability to provide a detailed and specific response and or to highlight issues that may not have been previously considered.

People must choose to make a submission. Risk no or low level responses. Can be a limiting method is not employed in conjunction with other methods.

Group submissions hold no more weight then an individual submission.

Refer to Council’s Information Sheet: Making a Written Submission to Council for instruction as to the acceptable format required for Council to receipt written submissions.


NOTES

NORTH SYDNEY COUNCIL 200 MILLER STREETNORTH SYDNEY NSW 2060Ph: 9936 8100 August 2013

Documents

North Sydney · 2014. 1. 9. · North Sydney Council Community Engagement Protocol ‐ Draft v1.3 4 Foreword North Sydney Council has a long and proud commitment to engaging the community