Engagement in service and program planning
Queensland Government agencies regularly consider new program or service initiatives, or changes to existing services. Citizens have increasing expectations that they will be involved in the government service decisions that will impact their lives or their community.
Embedding community engagement in government program and service planning is central to:
- developing a practical vision at both regional and statewide levels
- achieving stronger and more productive community partnerships
- ensuring a local and regional focus to planning
- providing the opportunity to identify and address local solutions
- improving effectiveness and sustainability.
Opportunities and benefits
Effective engagement of citizens from the beginning of a planning process will help shape programs and services so they are appropriate, effective and sustainable. Engagement also allows government to better understand the complex issues in communities, enables citizens to raise issues with government and provides for a reciprocal understanding of key issues.
Involving citizens and communities at an early stage enables agencies to:
- raise citizen awareness about a program or service issue
- identify what is likely to work in reality and what is not likely to work
- identify challenges and opportunities not previously considered
- identifying any community issues not previously considered
- identify and consider a range of options;
- gauge public opinion about an option or a range of options
- work towards consensus about a recommended option.
A critical factor in engaging citizens in agency program and service planning is to ensure the outcomes of the engagement process are linked to the agency’s approval and decision making processes. Asking citizens for their input on an issue where decision makers are not committed to change, or have already made a decision can be more harmful than not involving citizens at all.
Equally important is the timing of an engagement process. Engagement around programs and services should occur when the community has the best chance of influencing decisions, and citizens should be given enough time to express their views and to receive feedback on any outcomes.
Another critical factor is clearly identifying and defining the approval and decision making process. The role of Ministers, local Members of Parliament, executive and senior management should be clarified so the relevant players can be fully briefed about the engagement process, any arising issues and the outcomes of engagement. This will help to ensure the decision makers and those facilitating the engagement are aware of any changes impacting the engagement 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 infl uence citizens involved in program or service engagement processes will have on the final decision. Citizens who believe they can genuinely influence the outcomes of an engagement process are more likely to dedicate their time and energy to becoming involved.
If there are constraints or limitations in relation to citizen involvement or infl uence, it is important to clearly state those at the start of the engagement process in order to manage expectations. Any constraints or limitations should be supported by valid reasons.
It is important to acknowledge that not all program and service issues provide the opportunity for broad consultation or active participation, however, many do. There are a range of program and service issues which require a community engagement process and the following list can be used as a guide:
- when the issue directly affects a significant group in the community
- when the proposal will signifi cantly affect services to the community
- when a significant number of people, or particular groups, are likely to have strong views on the issue
- when the agency has insufficient information on which to make an informed decision about an issue.
Community engagement planning checklist
Effective community engagement will not necessarily always lead to agreement. However, it should lead to a better understanding of the position of those involved and the rationale for the final decision. The following checklist will assist public officials in planning a community engagement process around a program or service initiative.
- Identify the program or service issue.
- What is the issue?
- Are there any anticipated risks or challenges?
- Have any decisions already been made?
- What are the genuinely non-negotiable issues?
- Define the engagement objectives.
- What are the objectives of an engagement process?
- What are the limitations and constraints in the engagement process?
- Is consensus decision making a goal?
- Identify the engagement participants.
- Who are the stakeholders (program/service users, providers, regulators etc.)?
- Who should be involved in the engagement process?
- Do specific population groups need to be targeted (e.g. the elderly, youth, people with disabilities, Indigenous Australians or people from a non-English speaking background)?
- What is the process for effective consultation with key stakeholders internally and across government?
- Identify the decision making and approval process.
- Who are the decision makers?
- What are the relevant agency decision making processes?
- What are the key decision making milestones?
- How will decision makers be kept informed about the process?
- Decide on the level of engagement.
- What level of engagement – information, consultation or active participation – is appropriate to the program/service issue?
- What level of engagement is appropriate for the participants?
- Choose the engagement method/s.
- What method/s should be used in the engagement process?
- Are the chosen method/s appropriate to the objectives and the participants?
- Have non-traditional method/s been considered?
- Choose the engagement technique/s.
- What information is required by engagement participants?
- What mechanisms are appropriate for conveying information to participants (e.g. pamphlets, letters, PowerPoint presentations, media stories or advertisements etc.)?
- Is the information relevant, comprehensive and appropriate?
- Quality control.
- Do those leading the engagement process have effective engagement skills?
- Would using a skilled facilitator assist in the process?
- What strategies are to be used to manage expectations or conflict?
- Maximise the ability of stakeholders to participate.
- What are the possible barriers to participation and the means to overcome them?
- What are the most appropriate methods to invite participation?
- Have special interest groups been considered?
- Has support and advice been obtained from community leaders or organisations on relevant protocols for consulting with community members?
- Formulate the timetable.
- Is the engagement process a one-off activity, or is it ongoing?
- Is the timetable realistic?
- Is the engagement timed to feed into decision making processes?
- Estimate the resources.
- What resources and staff are required?
- Is there a need for staff training?
- Is there a need for external personnel (e.g. a facilitator or mediator)?
- Is there a need to hire a venue, organise catering etc.?
- Outcomes and implementation.
- Are the engagement outcomes clearly defined?
- How will decisions reached through engagement feed into agency decision making processes?
- Feedback to participants.
- How will engagement participants be provided feedback throughout the process?
- How will they be provided feedback on the final decision and how they contributed to that decision?
- How will the outcomes of the engagement process be conveyed to agency senior management, the Minister and other decision makers?
- Evaluate the engagement process.
- Has an engagement evaluation process been developed?
- How will a successful engagement process be defined and measured?
- How will the results of engagement be shared across the agency and across government?
- How will the lessons feed into planning for future engagement strategies?
The challenges
Agency program and service planning presents challenges for more effective community engagement at a range of levels. At a macro level, those who set the agency’s strategic direction and decide on which agency programs and services should be developed or changed are often not the same people as those who actually implement the programs and services.
This may create a tension between planning and delivery that can be addressed by embedding community engagement in agency program and service planning and by ensuring the decision makers are informed about the engagement process and any issues or complexities as soon as they arise.
Consultation within agencies is another critical factor in the success of community engagement processes around program and service planning. Effective consultation within agencies will ensure changing political, agency and community imperatives are considered throughout the process.
Dissatisfaction with conventional and often over-used engagement methods such as public meetings also presents a challenge for agencies. Government program and service planning provides a platform for a rich variety of community engagement methods that promote constructive debate and manage expectations and address conflict.
