Information-sharing techniques

Information strategies underpin any community engagement activity. Effective information provision allows citizens and clients to understand the issue and to decide whether they want to participate in a consultation or active participation activity. Internal information provision strategies should also be developed to ensure government decision-makers are well informed about the engagement process, its progress and any issues that may arise throughout the process.

While one-way information provision can enable a large number of people in a community to learn about an issue, the reasons for focussing the level of engagement activity to information provision only must be made explicit at the outset.

Before initiating either an information provision or an information sharing process it is important to reflect on the insights gained from community research (refer to Choosing engagement techniques) and consider: 

• what is the key message to be delivered?
• why is this information important to the target group?
• why is it important to government that this information be provided?

The benefits of information provision strategies are that they are able to quickly inform the community of a specific topic alerting them of appropriate behavioural change. Further, information sessions can be part of a much bigger engagement process, and not just a stand alone process.

The following information provision strategies can be used as part of a community engagement activity. The scale and budget required for each technique is likely to vary in accordance with the engagement goals.

Advertising

Advertising involves agencies developing specifi c information in particular formats and languages for distribution through print, radio, television and online media. It can be an effective way to bring issues and activities to the attention of people in a certain geographic area or demographic group very quickly. Advertising can be targeted to relatively small and specific groups, or can address much wider and more diverse populations. Advertising can be obligatory in certain legislative processes. When advertising, it is important to use the range of media that the target group may access.

Strengths:

• the content of the information disseminated can be tightly controlled
• can be relatively cost effective if using community newsletters, and/or community radio
• is an effective way to reach a large and diverse population(s)
• can be targeted to print and electronic media that the community of interest accesses and

• advertisements can be produced in a number of languages and can include diagrams, maps etc, to convey visual information.

Weaknesses:

• can be seen as 'propaganda'
• can be expensive if using large circulation and television media
• does not build two-way relationships with the community and
• an be constrained by agency processes and protocols.

References and websites:

• Community Engagement in the NSW Planning System – Prepared for Planning NSW by Elton Consulting (2003) Iplan Services
• Project Safe Neighborhoods Community Engagement and Media Outreach Technical Assistance Program: New York (2004) www.ojp.usdoj.gov

Online information processes

Websites are a growing and significant channel for providing government information to the public and key stakeholders. Information provided via websites can be directed at all Queenslanders, translated to languages other than English to facilitate information provision to key groups, or presented on targeted sites to reach specific audiences such as www.generate.qld.gov.au developed specifically to support engagement with young people.

Websites can be important for providing information to support the range of community engagement activity as well as lending greater transparency to government decision-making processes. Other electronic information sharing processes are also increasing in popularity including e-mail groups, e-newsletters and SMS messaging.

Strengths:

• electronic processes can reach a large number of people quickly and generally cost effectively and
• changes to the information being conveyed can be made quickly and relatively cost effectively.

Weaknesses:

• not all Queenslanders have reliable access to the information and telecommunication technologies needed to share information in this way
• some groups within the community may distrust electronic processes and
• information needs to be kept up to date.

References and websites:

• The Queensland Government’s youth engagement site www.generate.qld.gov.au  
• The Queensland Government’s community engagement site www.getinvolved.qld.gov.au
• Coleman S & Gøtze J (2001) Bowling Together. Online Public Engagement in Policy Deliberation www.bowlingtogether.net

Briefings

Briefings are a technique to provide key information to agency decision-makers, Members of Parliament, other agencies and key stakeholders at regular intervals to assist them to stay informed about the progress of an engagement activity. Whilst often one-way in nature, by raising awareness amongst key stakeholders, briefings can lead to more effective two-way communication and the identification of issues or options not previously considered. It is particularly important to provide briefings if an engagement activity could have political implications, or if the stakeholders being briefed are likely to be impacted by decisions made as a result of the engagement activity.

Strengths:

• can be a useful way to build relationships with important stakeholders and
• often an effective way of ensuring stakeholder issues are regularly identified and dealt with.

Weaknesses:

• care needs to be taken to ensure that Ministers and others are aware of briefings being undertaken with local Members of Parliament and elected representatives from other tiers of government and
• can raise expectations about the level of infl uence those being briefed may have over the process.

References and websites:

• Community Engagement in the NSW Planning System – Prepared for Planning NSW by Elton Consulting (2003) Iplan Services

Education and awareness programs

Education and awareness raising techniques involve providing a specific set of often factual information, for example, regarding safe blood alcohol concentration levels. They can be designed to target a range of stakeholders and can support a variety of community engagement techniques and methods. Education and awareness programs can be one-off or ongoing.

Strengths:

• very important when seeking to generate behaviour change
• can support sustained engagement by contributing to community capacity and
• some agencies have staff with responsibility for community education and awareness who may support such initiatives.

Weaknesses:

• can be seen as a one-sided, non-consultative process
• the 'facts' being disseminated may be contested
• can be costly to develop and
• if processes of engagement are not made transparent, the provision of information can be alienating to some key stakeholders.

References and websites:

• The State of Queensland (2003) www.qld.gov.au The State of Queensland.
• Department of Communities (2003) www.schooliesweek.qld.gov.au

Fact sheets

Fact sheets are generally brief, paper based or online documents which summarise the 'facts' about a program or issue. Developing and distributing fact sheets can be a simple, timely and inexpensive way to summarise the state of play in an engagement process. Fact sheets can be directed at a range of stakeholders including those who are deeply involved in the issue and others who are maintaining a 'watching brief' and expect to receive up-to-date information. The messages contained in fact sheets should be tailored and relevant to the needs of the recipients and should avoid editorial comment.

Strengths:

• often an efficient way of summarising significant information for dissemination to a wide range of people and
• can be developed in languages other than English and large text formats.

Weaknesses:

• may not be accessible to people with low literacy levels or visual impairments
• distribution strategies need to be planned carefully to ensure that all of those with an interest receive copies and
• facts may be contested or mistrusted.

References and websites:

• Walsh K & Sarkissian W (2000) Improving Community Participation in the City of Port Phillip. A toolbook of Participatory Techniques. Melbourne: Walsh Planning Research & Design
• VicRoads (1997) Community participation: Strategies and guidelines. Melbourne: VicRoads www.vicroads.vic.gov.au

Newsletters

Like fact sheets, newsletters provide information about a program or issue in a paper or online format. Along with containing 'facts' however, newsletters also often contain a variety of additional information including photographs, diagrams, maps and editorial comment. Typically, newsletters are targeted at citizens and stakeholders who are most interested in the issue. They enable agencies to provide regular information and feedback about communal issues, and the contribution made by participants and future proposed steps. Newsletters usually include contact details for people who require more information, or wish to become more involved.

Newsletters can be used to inform the community of decision-making developments and are considered as excellent community engagement tools in their own right. Some communities have been active in setting up their own websites as an example of interactive newsletters promoting community capacity building.

Strengths:

• if distributed on a regular basis can build community awareness and understanding
• demonstrates government's commitment to ongoing engagement
• can contain information from a range of stakeholders including departmental staff, community members, 'experts' and others
• is an effective means of developing and sustaining interest throughout a community engagement activity that may run over a period of time and
• can be developed in a format that appeals to the target group.

Weaknesses:

• can be relatively expensive to develop, publish and distribute and
• may not be accessible to people with low levels of literacy or visual impairments.

References and websites:

• Walsh K & Sarkissian W (2000) Improving Community Participation in the City of Port Phillip. A toolbook of Participatory Techniques. Walsh Planning Research & Design: Melbourne.
• VicRoads (1997) Community participation: Strategies and guidelines. Melbourne: VicRoads www.vicroads.vic.gov.au

Media stories

Sending a press release to a media outlet for inclusion in a print or electronic bulletin is one way to raise interest, or inform the community of a decision-making process or community engagement activity. Making contact with a reporter who has an interest in the issue may however achieve a better outcome. It is often helpful if reporters understand the background to an issue and the engagement process. Preparing a media kit that provides a summary of the key information can ensure journalists have an authoritative source of information. The emphasis should be on making sure that the media is provided with information that is timely, factual, and objective. Care should be taken to ensure that, where necessary, appropriate Departmental or Ministerial approval is obtained prior to providing material to a media outlet. Media contact will usually be handled by the Minister’s Office.

It may be important to provide press releases to a range of community radio and print media outlets in order to ensure that your message reaches the target group. If your media release is to be published in the print media in a language other than English, it may be important that your agency pay to have the press release translated rather than relying on others to fully understand and accurately translate your message. The National Accreditation Authority for Translators and Interpreters Ltd website www.naati.com.au contains a list of qualified translators who may be of assistance.

Strengths:

• can reach a large number of people
• can generally be arranged quite quickly enabling swift information provision and
• is cost effective.

Weaknesses:

• the target group may not access media
• editing by media outlets may result in key messages not being delivered
• does not generally promote two-way relationships between government and the community and
• can usually only convey a limited amount of information.

References and websites:

• Citizen Science Toolbox, Cooperative Research Centre for Coastal Zone, Estuary and Waterway Management www.griffith.edu.au 
• International Association for Public Participation (2000) IAP2 Public Participation Toolbox. www.iap2.org
• PR Web The Free Wire Service (2004) www.prweb.com
• RCRA (1996). Public Participation Manual. Ch 5: Public participation activities. www.epa.gov
• Queensland Government Youth Website www.generate.qld.gov.au
• Social Change Online (2000) Using the Media www.media.socialchange.net.au
• Thornton P et al (1997) 1 Sydney, Pluto Press. Warringah Council. (2000). Community Consultation Toolkit. www.warringah.nsw.gov.au

News conferences

A news conference is a way to stimulate public interest by enabling either a Minister or a public official to speak directly to the public via the media. For a news conference to be effective the topic should be newsworthy and timely, therefore, news conferences are usually reserved for announcements which may have a significant community impact.

Strengths:

• can usually be arranged within relatively short timeframes in order to disseminate information quickly and
• there are generally no costs associated with calling a conference.

Weaknesses:

• editing by media outlets may result in key messages not being delivered
• cannot control when, or if, the news conference will be aired and
• the target group may not access media outlets which feature the conference.

References and websites:

• Queensland Government Youth Website www.generate.qld.gov.au
• PR Web The Free Wire Service (2004) www.prweb.com

Telephone hotline

A hotline is a widely advertised phone number that people can call to access pre-recorded messages, leave comments on selected topics, or talk directly to a person who can answer their questions about an issue or an engagement activity, based on their interest and need. The key to a successful staffed hotline is to have the right person at the receiving end of the line. Callers must feel that the person taking their calls is really listening to and interested in what they have to say, and is both knowledgeable and responsive. Depending upon the group you are seeking to engage, it may be important to have bi-lingual or multi-lingual staff answering calls to the hotline.

Strengths:

• target group members may access the hotline at a time and on a day which suits them and
• can be used to elicit information from the community, or to provide opportunities for community members to ask questions.

Weaknesses:

• can be relatively resource intensive to establish and operate.

References and websites:

• Carson L (1999b) The telephone as a participatory mechanism at a Local Government Level. With commentaries by Ann Moyal, Wendy Sarkissian & Monica Wolf, in Brian Martin, ed. Technology and Public Participation. Wollongong: Science and Technology Studies: University of Wollongong: 37-60.
• Citizen Science Toolbox, Cooperative Research Centre for Coastal Zone, Estuary and Waterway Management. www.griffith.edu.au
• Department of Public Health (Flinders University) & South Australian Community Health Research Unit (2000) Improving Health Services through Consumer Participation - A Resource Guide for Organisations. Commonwealth Department of Health & Aged Care. Canberra. www.participateinhealth.org.au.
• RCRA (1996) Public Participation Manual. Ch 5: Public participation activities. www.epa.gov
• US EPA (2002) National Pollution Elimination System (NPDES) Public Involvement/Participation Hotlines. www.cfpub.epa.gov

In addition to these processes which are well suited to reaching larger numbers of people, the following information strategies can also be used when information is required to be shared with a definable geographic community, or with a group or groups within a community who are expected to congregate in a specific place at a specific time.

Displays

Displays involve the provision of a range of often highly visual materials relating to the engagement topic. Displays can inform the public and stimulate citizens and stakeholders to participate in an engagement activity. Displays are generally located in community locations such as shopping centres, libraries, community centres and community events and festivals. Although producing a display can be costly, it can often be designed so that it can be used again at other events or locations.

Strengths:

• can be established in places that the community of interest is known to use and therefore support effective information dissemination
• is a cost effective way of sharing highly visual materials, for example, maps, photographs, and colour designs, which are often expensive to print
• written materials can be produced in languages other than English and large text format
• can support relationship building and improve understanding if staffed by an appropriate person who has knowledge about the issue and a commitment to engagement and
• can be used as an engagement tool within the community if poster/display competitions are coordinated.

Weaknesses:

• can be resource intensive if staff are required to be present to discuss issues with people viewing the displays
• not all information can be effectively displayed in a visual format and
• are only accessible to people who use the venues at which the displays are installed.

References and websites:

• Citizen Science Toolbox, Cooperative Research Centre for Coastal Zone, Estuary and Waterway Management. www.griffith.edu.au
• International Association for Public Participation (2000) IAP2 Public Participation Toolbox. www.iap2.org
• Dept of Transportation (1997) Public Involvement and Techniques for Transportation Decision-Making: Transportation Fair. Washington, www.fhwa.dot.gov
• Wates N (1999) The Community Planning Handbook. London, Earthscan. www.communityplanning.net

Newspaper inserts

Distributing fact sheets or other written material via a newspaper insert is a good way to provide information to a large number of people in a community. Depending on the breadth and timing of newspaper circulation, inserts can be useful to reach beyond actively involved citizens to the broader public. Many media outlets include features targeting particular groups, for example young people, on particular days. Coordinating inserts with these established features can increase confidence that the target group will receive the insert. As with all information methods, the insert should present objective and balanced information which is tailored to the target audience. It is important to consider placing inserts in a range of community papers and journals as well as more mainstream publications.

Strengths:

• can be customised to a particular group
• can be targeted to the geographic community of interest and
• can reach large numbers of people.

Weaknesses:

• relatively expensive
• the target group may not read newspapers and
• may not be accessible to people with low literacy levels or visual impairments.

References and websites:

• Queensland Government Youth Website www.generate.qld.gov.au
• PR Web. The free wire service (2004) www.prweb.com

Community fairs or events

A community fair or event provides a fun and enjoyable venue for sharing project information and raising awareness about a particular issue. A fair should incorporate a range of activities and events to cater for the broadest possible audience. Activities can include sausage sizzles, rides and activities for children, hands-on art activities for young people and events of interest to adults. As well as distributing information, a fair provides a range of opportunities for consultation and active participation. Community fairs or events can be organised specifically as part of an engagement activity, or the engagement activities could be planned to coincide with existing community fairs or events.

Strengths:

• can increase the 'visibility' and 'approachability' of the agency/issue
• is often attended by a wide variety of people, many of whom have time to look at displays, ask questions, participate in activities and
• can support relationship building efforts.

Weaknesses:

• often attended by people beyond the immediate geographic community that may be targeted
• can require significant staff resources to establish and maintain and
• requires good collaborative practice

References and websites:

• Citizen Science Toolbox, Cooperative Research Centre for Coastal Zone, Estuary and Waterway Management. www.griffith.edu.au
• International Association for Public Participation (2000) IAP2 Public Participation Toolbox www.iap2.org
• US Dept of Transportation (1997) Public Involvement and Techniques for Transportation Decision-Making: Transportation Fair. Washington. www.fhwa.dot.gov
• Queensland Health (2002) The Methods Manual – Engaging Communities in Participatory Action Research. Public Health Services: Southport

Community meetings

Community public meetings are one of the most familiar methods of increasing awareness about an issue or proposal and can be suitable for small and large groups. Community meetings are generally called by the agency and have a specified time, date, venue, agenda and invitation list. Opportunities may also exist to provide information, or to create consultations at existing community meetings, at the invitation of other groups. Attending existing meetings makes good use of community infrastructure, and if negotiated in advance, is likely to minimise community frustration, demonstrate respect for community processes and to lead to more coordinated engagement. There are a range of innovative methods which can be used in workshopping forums.

A well facilitated community meeting can generate a wide range of feedback about a topic and ensure that many people have their say, not just the loudest and most articulate attendees. Community meetings can be used at the start of, or throughout, a consultative and deliberative engagement processes. The timing, format, audience mix and venues are important considerations in planning effective meetings.

Risks of conducting community meetings need to be considered in the planning. For example, if there is a contentious issue and considerable conflict within the community, other methods such as nominal group processes should be considered.

Strengths:

• particular people/groups/sectors can be targeted and invited
• is time limited
• the agenda is known in advance
• is relatively efficient to implement and
• can be structured in a number of ways to achieve a number of outcomes.

Weaknesses:

• may not attract participants who are representative of the community
• can frustrate participants as discussion is often artificially constrained to a limited number of government priorities and
• is not suitable for topics around which there is significant controversy or negative opinion.

References and websites:

• Queensland Health (2002) The Methods Manual – Engaging Communities in Participatory Action Research. Public Health Services: Southport
• Walsh K & Sarkissian W (2000) Improving Community Participation in the City of Port Phillip. A toolbook of Participatory Techniques. Walsh Planning Research & Design: Melbourne 3.14

Shop fronts

Shop fronts can be a temporary project office or site generally set up in a heavily used public area such as a main street, mall or shopping centre. People can drop in at their convenience to collect information, view displays and ask questions. Shop fronts can also be used as a semi-permanent meeting place to convene discussions throughout the duration of an engagement activity. Shop fronts work best when they are effectively located to attract the target audience and are staffed by knowledgeable and approachable people. It is also important that the opening hours of a shop front are clearly advertised and honoured.

Strengths:

• increases the visibility and accessibility of the agency/issue
• community members can access at a time and on a day which suits them and
• can support local infrastructure by providing an additional space for people to meet to discuss community issues

Weaknesses:

• if shopfronts only operate during business hours they may not be accessible to people in full-time employment
• can be expensive to establish and operate and
• workplace health and safety of staff needs to be carefully considered.

References and websites:

• Citizen Science Toolbox, Cooperative Research Centre for Coastal Zone, Estuary and Waterway Management. www.griffith.edu.au
• Industry and community participation. EPA Information Sheet IS No. 23 July (2001) www.environment.sa.gov.au
• The University of Queensland Service and Research Centre (2002) Regional Engagement & Consultation Projects. The Shopfronts and Community Hubs Project in Esk Shire www.uq.edu.au/boilerhouse
• Walsh K & Sarkissian W (2000) Improving Community Participation in the City of Port Phillip. A toolbook of Participatory Techniques. Walsh Planning Research & Design: Melbourne

Finally, when seeking to share information with small, very localised and targeted groups, highly personalised approaches may be most appropriate including the following.

Informal club forums

Informal club forums are informal meetings either online, or with small groups of people, often in a private home or gathering, to share and discuss issues and ideas. They are sometimes an effective way to achieve genuine engagement with people who may be unable or reluctant to attend other public activities. The casual environment in which the informal club forum can be held creates a space in which people feel safe to share their views. It may be helpful to discuss catering and participation with the person in whose home the gathering will be held in order to avoid imposing or offending.

Strengths:

• very useful when engaging with people with limited mobility, limited literacy skills or who are reluctant to participate in wider community engagement processes for cultural or other reasons
• demonstrates a strong commitment to communicating with the participants and
• often builds trust and confidence for participants who may be more likely to participate in broader community processes in the future.

Weaknesses:

• resource intensive
• needs to ensure the safety of staff participating
• can only be delivered with small groups of people and
• skilled facilitators in group processes required.

References and websites:

• International Association of Public Participation (IAP2) www.iap2.org
• Goizueta Magazine. Summer 1999 www.goizuetamag.emory.edu