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A Tasmanian Government Framework for Community Engagement

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A Tasmanian Government Framework for Community Engagement DISCUSSION PAPER August 2012 Community Development Division Department of Premier and Cabinet Contents INTRODUCTION............................................................................................................................................. 4 A COMMUNITY ENGAGEMENT FRAMEWORK FOR TASMANIA ................................ 5 EXISTING POLICIES AND RESOURCES............................................................................................ 6 PROJECT MANAGEMENT .......................................................................................................................... 9 OVERVIEW OF THE PROJECT ............................................................................................................. 11 A TASMANIAN GOVERNMENT FRAMEWORK FOR COMMUNITY ENGAGEMENT ..... 11 DEFINING COMMUNITY ENGAGEMENT ................................................................................... 13 LEVELS OF COMMUNITY ENGAGEMENT .................................................................................. 15 DECIDING WHEN AND HOW TO ENGAGE.......................................................................... 20 MANAGING EXPECTATIONS AND ISSUES............................................................................... 21 PRINCIPLES, STANDARDS AND VALUES .................................................................................... 23 EVALUATION .................................................................................................................................................. 27 WHERE TO FROM HERE? ....................................................................................................................... 27 APPENDIX 1 ..................................................................................................................................................... 28 APPENDIX 2 ..................................................................................................................................................... 32 APPENDIX 3 ..................................................................................................................................................... 35 CONSULTATION PROCESS The Department of Premier and Cabinet (DPAC), through its Community Development Division (CDD), has developed this Discussion Paper to initiate engagement and collaboration with agencies on the development of a community engagement framework. The Discussion Paper has three main purposes: 1. to inform agencies that DPAC through CDD is developing a whole-of-State government Framework to guide community engagement activities and practices; 2. to enable agencies to have the opportunity to identify their requirements (in terms of resources and tools required), stakeholders and contribute to the development of the Framework; and 3. to encourage agencies to reflect on their current community engagement practices, consider their current practices and identify areas of their business that would benefit from increasing the level of community participation in decision making. There are questions throughout the Paper that can be used as a prompt to guide agencies in considering certain aspects of the project scope and product content. It is not required that all questions are answered. Agencies are also encouraged to provide additional information should they believe it will add value to the development of the Framework. This project refers to whole-of-government, as whole-of-State Government to ensure that Department of Premier and Cabinet 2/37 community and stakeholders are clear about the scope of this project and its application. Comments and submissions can be emailed to Amy Murphy ([email protected]), Policy Analyst, CDD, DPAC by 14 September 2012. Department of Premier and Cabinet 3/37 INTRODUCTION Over the last decade there has been a move toward more in-depth participation and inclusiveness in government decision making. From the governance and partnerships models of the late 1990s and mid-2000s, governments in Australia and overseas are now trending towards greater transparency, wider public engagement and multi-level collaboration to inform their decision making.1 Increasingly, stronger, more participatory communities and a healthy democracy are driven by active and robust community engagement.2 Involving communities in decision making is crucial to the perceived legitimacy and accountability of government, the quality of policy development and success in service delivery.3 In Australia and across the world, pressure to increase participation in decision making is being driven by:4 demands for transparency and openness; dissatisfaction among some communities with existing community engagement approaches; 5 dissatisfaction with uncoordinated engagement activities. the realisation that government does not have the expertise, resources or influence to solve all issues; increasing interest in seeing more citizen opinions and values reflected in government policies and decisions; the erosion of trust and confidence in governments; the changing nature of community and non-government organisations; changes brought about by technology which are providing opportunities for fast and direct communication between citizens and public official; the opportunity for productivity gains made by identifying how to work with citizens to enhance support for, and mitigate any potential negative impacts, of new initiatives; the dependency government has on stakeholders to deliver; and 1 The Allen Consulting Group, 2011, Towards Participation 3.0: Stakeholder Engagement in the Public Sector p.12 2 http://communityengagementpolicy.com 3 http://communityengagementpolicy.com/overview/ 4 The Allen Consulting Group, 2011, pp.18-20, Involve, 2005, People and Participation: How to put citizens are the heart of decision making p.20 Cavaye, J.M., 2004, Governance and Community Engagement – The Australian Experience In Participatory Governance: Planning Conflict Mediation and Public Decision Making in Civil Society. W.R. Lovan; M. Murray and R. Shaffer (Eds) pp. 85-102 Ashgate Publishing UK. 5 Involve, 2005, pp.20-25 Department of Premier and Cabinet 4/37 the rise of individual and private forms of political activism based on personal preferences that are influenced by rising levels of wealth and education and the decline of more collective forms of activism (eg political parties and unions). This form of activism can exacerbate the power and social inequalities between groups, with some commentators arguing that it has ‘sapped the spirit of compromise from politics.’6 A COMMUNITY ENGAGEMENT FRAMEWORK FOR TASMANIA Tasmania is not immune to these factors. In response, the Premier, Lara Giddings MP, has endorsed the development of a whole-of-State government Community Engagement Framework for Tasmania (the Framework) to provide agencies with a guide to effectively engage with communities on the decisions that affect them and to create better outcomes for all Tasmanians. The Government and State Servants already engage with individuals, consumers, organisations and communities through a range of mechanisms, for many purposes.7 However, the development of the Framework will enable the Tasmanian Government to set its policy position and standard for community engagement, enable consistency of engagement practices across agencies and improve the coordination of existing practices. It may also encourage agencies to engage more widely in the development of priorities and strategic planning.8 The Framework will be based on best practice from Australia and overseas and will be a practitioner’s guide for undertaking community engagement (links to some examples of these models are included in Appendix 1 and examples from Tasmanian Government agencies are included in Appendix 2). The Framework will help to determine whether to engage, at what level, who with, when, where and how. It will include the resources and tools to help identify stakeholders and issues, define techniques, define the capability to effectively conduct and manage engagement, determine implementation action and assist with evaluation. As part of the Framework development, agencies are invited to contribute their expertise and knowledge on engaging with specific communities, groups and issues to ensure the Framework is specific to the Tasmanian context. It is envisaged that the Framework will also include information that enables engagement activities to include people who are hard to reach as well as enabling engagement activities to be tailored to a particular community or issue that may be place-based or cohort specific. This includes information on how to engage with Aboriginal Tasmanians, children and young people, people from culturally and linguistically diverse (CALD) backgrounds, people with disability and older Tasmanians. Strengthening community engagement practices is also seen as strengthening:9 6 Marc Dunkelman (2011) cited in The Allen Consulting Group, 201, p.12 7 See Appendix 1 for examples of Tasmanian Government community engagement strategies and practices. 8 For instance the South Australian Strategic Plan Community Engagement Board was established to provide advice on the nature and extent of community involvement in implementing South Australia's Strategic Plan. http://www.sa.gov.au/government/entity/1721 9 Involve, 2005, p.20 Department of Premier and Cabinet 5/37 1. Governance: democratic legitimacy, accountability and stimulating
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