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Planning an engagement activity

Engaging with Aboriginal and Torres Strait Islander communities in the early stage of program or service development will assist in developing successful ongoing partnerships. Public officials who have a better understanding of a community’s requirements and environment can promote a sense of ownership of a policy or program and create opportunities for issues to be appropriately addressed at the community level. It is also important for public officials to understand the broader government framework and how the issues that are subject to engagement fit within it. Where appropriate, linking with existing Aboriginal and Torres Strait Islander engagement strategies and initiatives should be considered to minimise the risk of
over-consultation and to maximise opportunities
for collaboration.

Understanding the community and its history

Researching the community, be it remote or urban, prior to an engagement activity will assist in understanding the local environment. It will also assist to identify possible solutions or options for addressing issues that may arise and identify whether the issue covers the business of another government agency or level of government. If possible information gathered should include:

  • location of the community and any seasonal restrictions (such as limited access)
  • the community’s demographic make-up
  • local interest groups
  • Traditional Owners
  • local Aboriginal and Torres Strait Islander non-government organisations and services
  • history of the community (including history of past engagement)
  • political climate and issues of sensitivity that will affect the engagement process
  • other current and emerging local and regional issues
  • language and literacy issues
  • Queensland Government agencies already delivering programs and services to Aboriginal and/or Torres Strait Islander communities.

The history of a community and its previous experiences with government will affect the way community members do business. Familiarity with the history of a community, or communities, will assist understanding of the perspective of community members when they participate in discussions and engagement activities.

Finding out about a community’s history can also identify public officials in other government agencies, or elected office bearers, who have existing relationships with, or knowledge of, a community. This can be especially important to ensure community engagement activities across government are not duplicated and previous errors repeated.

Identifying key stakeholders

Identifying key stakeholders such as Traditional Owners, decision makers and appropriate community members to be involved in any community engagement activity is essential to ensure attention is not given solely towards meeting:

  • only those community members who appear to be more vocal
  • with a particular gender group (unless the business is strictly defined as for men or women only)
  • only those community members who are influential or powerbrokers
  • only users of services, rather than non-users as well.

Identifying important stakeholders will also enable you to better understand the relationship between those you wish to engage and other members of the community; for example Traditional Owners, community Elders and members of other, larger, community-based organisations. Inviting the community to be involved in visits or meetings is important; however, it is equally important not to over-utilise these people in the engagement process as this may lead to feelings of exploitation.

Traditional Owners

Traditional Owners are Aboriginal or Torres Strait Islander people who have traditional links to the community, are originally from that area and whose families have had custodial responsibilities from generation to generation over thousands of years. It is critical that Traditional Owners are identified prior to an engagement activity. This is a mark of respect to both the Traditional Owners of the area and to the local community.

In some larger urban settings, an Aboriginal Traditional Owners’ group may exist and should be identified. If such a group cannot be readily identified, the historical people or an Aboriginal or Torres Strait Islander Elders’ group should be consulted.

In urban, smaller regional and remote communities there may be contested claims to native title and custodianship over the land. In this situation it is advised to contact all claimants and to involve them in the engagement activity.

The National Native Title Tribunal website at www.nntt.gov.au is an important source for advice on Traditional Owners and claimants. The National Native Title Register contains approved determinations of native title by the High Court of Australia, the Federal Court of Australia or a recognised body such as a Supreme Court and can be searched for summary information about all native title applications.

Other important stakeholders

Other key people and groups in the community may include the following:

  • Historical people – Aboriginal or Torres Strait Islander people whose previous generations of families moved, either forcibly or voluntarily, to the community
  • Elders of a community – Aboriginal and Torres Strait Islander men and women who are respected in their community for their knowledge, culture and experience. Different community groups may consider different people as Elders.
  • Community members — different groups in Aboriginal and Torres Strait Islander communities can include historical owners, community organisations, elected officials, service providers and advocate groups including Aboriginal and Torres Strait Islander men, women and youth within the community. Other community members may include individuals, families and community members who are nominated or recognised by their community as having the relevant knowledge required for engagement with government.
  • Community organisations — various community organisations will have responsibilities for the services they deliver to the community including health, drug and alcohol services, men’s and women’s groups, housing and Community Development Employment Projects (CDEP). In urban areas there may be additional community organisations with responsibilities for matters such as childcare, alternative schooling, legal and custodial matters and media services.

Across the Queensland Government there is a wealth of experience in engaging effectively with Aboriginal and Torres Strait Islander communities. It is important to identify those with expertise and experience in dealing with Aboriginal and Torres Strait Islander communities or those with existing relationships with the community. Tapping into that expertise and sharing experiences and lessons can contribute to better engagement practices.

The following organisations may assist in identifying key stakeholders:

  • regional offices of the Office of Aboriginal and Torres Strait Islander Partnerships and the Department of Communities
  • relevant Aboriginal Land Council for the area
  • local Aboriginal and Torres Strait Islander community organisations
  • local government
  • community councils
  • police liaison officers
  • Aboriginal and Torres Strait Islander teachers and teacher aides
  • church leaders
  • sporting organisations.

Contact details for some of these agencies are noted at the back of this resource.

In urban areas it may also assist to contact the following key organisations:

  • local Aboriginal or Torres Strait Islander media organisations
  • local Aboriginal or Torres Strait Islander community organisations
  • local council member or state member of parliament
  • relevant Aboriginal or Torres Strait Islander community health service providers.

Case study: Communities, government, universities and private industry improve land management practices in Central Queensland

By changing the way we work together in the Central Queensland region, and using future profit and property management planning, Woorabinda community members have developed land management skills and increased confidence in engagement with government.

The Woorabinda Land Management Program was designed to increase the wellbeing and profit of individuals, families, businesses and communities by effectively matching the strategies and actions of a group of government agencies with the needs of communities. Identified community needs were: to gain and share planning and land management skills to provide enterprise and employment opportunities; to understand government processes and capacity of government services; and to enhance community cohesion and traditional protocols, storytelling and learning methods to share cultural and technical knowledge.

Participants in the project were community members and Elders, Traditional Owners, registered native title claimants, community council members, the Woorabinda Pastoral Company and the departments of Primary Industries and Fisheries, State Development and Innovation; and the Office for Aboriginal and Torres Strait Islander Partnerships.

To meet the identified community needs a specific learning program was developed in partnership with participants. It provided linked opportunities in the areas of natural resource management, financial management, enterprise analysis, human resource management and general business. The aim was to develop a property management plan for Woorabinda based on available resources. The project involved extensive investment in holistic planning and trust building. Training in the project areas was conducted in a practical, hands-on manner and supported by theoretical training. Specific issues addressed included overcoming an effluent disposal problem by developing an agroforestry enterprise utilising grey water. Community participants were involved in all elements of planning and review, with the role of Elders as a central principle and the involvement of younger people considered critically important.

The project enabled community members and government employees to know and use each other’s processes. It forged strong interagency partnerships and demonstrated that flexibility in government processes to cater for the nature of Aboriginal and Torres Strait Islander communities can produce effective outcomes. Essentially, it exemplified a ‘new way of doing business’ with benefits for all.

For more details contact the Office for Aboriginal and Torres Strait Islander Partnerships Central Queensland Regional Office, or visit www.communities.qld.gov.au telephone (07) 4938 4690.

Identifying what is negotiable

Identifying what is and what is not negotiable should be done during the planning phase. There may be legislative, policy or financial constraints that will limit the range of what is negotiable. Also, a public official’s powers of delegation may be limited. If Ministerial approval is required, for example, it should be made known to the community.

Clearly understanding what is negotiable is important to ensure that commitments given to the community are met. It will also assist with identifying appropriate engagement activities.

Community resources

When government agencies engage with Aboriginal and Torres Strait Islander communities local resource needs should be considered. Aboriginal and Torres Strait Islander communities often work with limited resources, as much of their funding is program-based.

If public officials are to assist in developing relationships and partnerships, they should be prepared to recognise the resource limitations of communities and, where appropriate, be prepared to provide supporting resources to ensure meaningful participation and capacity building. Resources may include meeting costs, travel expenses, training and mentoring or other reciprocal arrangements that provide
mutual benefits.

Managing expectations

Aboriginal and Torres Strait Islander Queenslanders are increasingly expecting to be involved in the decisions affecting them, or of particular interest to them. Like most Queenslanders, Aboriginal people and Torres Strait Islanders have definite expectations of public officials and about the return they want on their investment of time and energy. For their efforts they expect tangible outcomes, to be informed about the results of engagement, and to receive timely and appropriate feedback on how their input was considered in the final decision.

They also expect to contribute to decisions about the process of engagement so the methods and techniques are appropriate to their needs. They expect accurate and complete information on issues they are being asked to consider so that they can make informed choices, and to be given sufficient time and flexibility in the engagement process to allow for the emergence of new ideas and proposals. They expect clarity in relation to their role in the engagement process and any constraints or limitations imposed on them.

The onus is on all Queensland Government public officials to counter negative perceptions of past consultation experiences by building relationships and establishing credibility through the delivery of tangible community outcomes. Public officials need to know enough about their agency and the government generally to be able to assist communities.

Effectively managing expectations will enable the different views of community members to be heard, respected and equally represented. Setting clear guidelines for the engagement activity, in partnership with communities, and with mutual agreement, will assist in managing the community’s expectations and contribute significantly to the success of the process.

Last reviewed
31 May 2011
Last updated
23 June 2011