Putting principles into practice
Introduction
The Queensland Government has demonstrated its commitment to improving community engagement through a range of innovations and reforms at the Parliament and executive government levels. These innovations and reforms, which include regional Parliament, Community Cabinets, Ministerial regional community forums, the broadcasting of Parliamentary proceedings on the Internet and ePetitions, have been formally acknowledged nationally and internationally.
While these and other engagement processes, along with traditional methods such as government advisory committees and public forums, provide a range of opportunities for community involvement in government processes, they also require some level of knowledge, skill and access.
There is an expectation that Queensland Government agencies will implement more robust systems and more inclusive processes and practices to enhance community involvement in government planning and decision making and to increase opportunities for those not currently engaged. That expectation is underpinned by the government’s key priority of ‘Delivering responsive government’.
To achieve more effective engagement in Queensland, it is important that public officials understand the context for improved engagement and address the barriers to citizen involvement in government processes. Realising government and citizen expectations in relation to engagement may require shifts in attitudes, practices and relationships.
This may mean a shift in the role of public officials towards greater facilitation of connections between communities and government. In other instances, it may require increased community awareness and understanding of government processes, increased access to government and increasedcommunity capacity to become more involved.
Reporting on agency engagement activities
The government’s commitment to improving community engagement means there is an obligation for agencies to report on community engagement achievements. Agencies give an account of engagement activities and programs in their annual reports, highlighting ways in which improved community engagement has delivered better outcomes for communities aligned with the government’s seven key priorities:
- Improving health care and strengthening services to the community
- Realising the Smart State through education, skills and innovation
- Protecting our children and enhancing community safety
- Managing urban growth and building Queensland’s regions
- Protecting the environment for a sustainable future
- Growing a diverse economy and creating jobs
- Delivering responsive government.
From 2005 agencies are required to report on community engagement activities in their annual reports.
Introduction
The Queensland Government has responded to citizen expectations and international trends with a signifi cant commitment to improving community engagement. The commitment has been demonstrated through:
- innovation and reforms to improve inclusiveness and accessibility at all levels of government
- establishment of the Department of Communities with the vision of ‘Safe, valued and empowered communities’
- implementation of a Community Engagement Improvement Strategy to improve engagement practices and capability across the public sector
- inclusion of ‘Delivering responsive government’ as one of the government’s seven key priorities.
The government’s commitment to delivering high-quality services to the community has been consolidated through the Managing for Outcomes agenda and the subsequent Charter of Social and Fiscal Responsibility. The charter sets out how the government will report on the outcomes of its activities. The government also reports against the key priorities in its Priorities in Progress Report which provides an account of performance in line with social, fi scal, economic and environmental objectives. Increasing emphasis is being placed on highlighting the results of community engagement through these reporting processes.
Guiding principles
The inclusion of ‘Delivering responsive government’ as one of the government’s seven key priorities means agencies may need to reassess the principles they use to develop policies and plan and deliver programs and services.
Six guiding principles provide the basis for improved community engagement in Queensland Government processes. Consistent application of these principles may not guarantee a successful outcome in all circumstances, but it will help public offi cials to avoid the most common community engagement mistakes.
The principles highlight the importance of trust and respect in the engagement process and the reciprocal relationships that can result from effective engagement. They also highlight the importance of involving citizens who have diverse backgrounds, values, opinions and perspectives. The six principles are:
- Inclusiveness — More inclusive processes and practices will increase citizen access to government information and broaden involvement in government policy development, planning and decision making.
- Reaching out — New and more effective ways to involve citizens in planning and decision making processes will allow government to move beyond established networks to tap into the signifi cant knowledge and expertise residing within communities.
- Mutual respect — Listening to and understanding the views, concerns and experiences of citizens will lead to better decisions and strengthened government– community relationships.
- Integrity — Open and accountable engagement practices and processes that genuinely inform decision making will increase community trust and confi dence in government.
- Affi rming diversity — Incorporating diverse opinions and perspectives into policy development, planning and decision making will help achieve effective and sustainable outcomes.
- Adding value — Government and citizens working productively together will add value in policy development and program and service planning.
Critical success factors
The factors critical to the success of community engagement include:
- government commitment
- the level of citizen/community interest in an issue
- confidence in the process
- the knowledge and skills of those facilitating and participating in the process
- the benefi ts derived by all involved.
Government commitment
International experience suggests that the single most important success factor in improving community engagement is genuine government commitment to good practice engagement. Specifi cally, commitment means ensuring:
- community engagement forms an integral part of the development, implementation and evaluation of policies, programs and services
- both public offi cials and citizens have the capacity to engage effectively
- there is transparency and accountability in the process
- appropriate time and resources are allocated to the engagement process
- engagement activities and programs are well managed and coordinated within and between agencies
- expectations are managed
- agency systems, processes and practices are assessed and adjusted to achieve improved community engagement.
Level of interest in an issue
Involving Queenslanders in planning or decision making around issues that do not have a signifi cant level of interest would not be feasible in either practical or resource terms. It would also be unwelcome from a community perspective. However, if government perceives an interest as significant, then part of the community engagement strategy may be to raise the level of community awareness about an issue so citizens are more inclined to become involved.
Confidence in the process
Transparency and accountability in the engagement process and an understanding of how the outcomes will inform decision making are also vital. This requires clarity about the level of influence citizens involved in the engagement process will have on the fi nal decision. Citizens who believe they can genuinely infl uence theoutcome of an engagement process are more likely to dedicate their time and energy to becoming involved.
Knowledge and skills
The level of knowledge, skills and capability of public sector offi cers designing and implementing the engagement activity or program is important. The range of knowledge and skills required, particularly by public offi cials facilitating engagement processes, are listed in Assessing agency engagement practice.
Benefits for those involved
The capacity of citizens to participate in the engagement process is critical to the success of any engagement activity or program. This may require government and citizens working together to identify opportunities to develop community engagement capacity. Engagement capacity consists of networks, organisation, attitudes, leadership, knowledge and skills that allow communities to manage change and sustain community-led development.
Managing expectations
Managing the expectations of all those participating, or with a signifi cant interest in an engagement process, will contribute significantly to the success of the process. The range of participants in an engagement process, who each bring with them a range of expectations, may include:
- Ministers
- Members of Parliament
- executive and senior management
- program and project managers
- policy makers
- regional and frontline staff
- other agencies
- other levels of government
- residents/citizens
- community
- communities of interest
- community leaders and community organisations
- industry leaders and industry organisations.
Setting clear parameters for the community engagement activity and communicating those parameters effectively will assist in managing expectations. Effectively managing expectations will also ensure that the pronounced views of a minority will not dominate in an unrepresentative way.
Managing expectations may involve addressing:
- self-interested or aggressive participants, or participants who digress from the issue
- participants with unrealistic expectations or inaccurate information
- participants who challenge the constraints of the process, i.e. those wanting to have more infl uence on decision making
- participants who may not be representative of the broader community
- ways to assess the views of the silent majority
- distrust/cynicism towards the process
- confl icting views within the community
- continued opposition to a proposal
- large numbers of responses
- negative/inaccurate media coverage
- the need to gain support for the engagement process from agency staff and decision makers.
Developing strategies to address and manage expectations through effective communication, clarity of roles and responsibilities and transparency of process will assist public sector officers in managing community engagement activities.
Feedback processes
Providing effective, timely and appropriate feedback to engagement participants and others with an interest in the issue can enhance the legitimacy of the fi nal outcome and assist in the continued management of expectations.
Feedback is a critical element of any engagement process. It is the point at which those who have participated can see whether their views have been accurately represented and, when relevant, taken into account when decisions are made.
Public sector practice
The success of community engagement depends on government agency practice that focuses on:
- being clear about the purpose and objectives of engagement activities or programs
- being clear about timeframes, resources and other constraints
- understanding community perception of engagement processes or those undertaking the engagement
- appreciating experiences and results from previous related engagement activities
- maximising involvement by reducing barriers and ensuring the benefi ts of engagement outweigh the costs of time and effort
- establishing trusting relationships
- respecting diversity of communities including differences in cultural backgrounds, language, age, literacy and interests
- maintaining flexibility throughout the engagement process, allowing citizens the opportunity to raise issues and propose options.
