Community Engagement – understanding

customer needs and preferences

Dr Mike Reid

Principal Policy Advisor

LGNZ

The Share an Idea campaign was one of the few examples in Christchurch where we've actually reached out to our community and actually asked for their views ahead of doing planning.

‘Share an Idea’ is saying, ‘actually, we've got to do some planning for centre of the city, tell us what you think about how you move and how the city functions, the market, the cultural aspects’.

What is engagement?

• Engagement is more than consultation

– Consultation is “developing a proposal and seeking community views on that proposal”

– Engagement is “involving the community in determining the problem and coming up with proposals for resolving it”

Consultation Engagement

Consultation principles

• The Local Government Act 2002 spells out the principles of consultation (s.82): – people affected by a local authority decision should be given ‘reasonable access to

relevant information’ and be ‘encouraged to present their views’;

– such people should be clearly informed about the ‘purpose of the consultation and the scope of the decisions’ to be made and have a ‘reasonable opportunity’ to present their views

– the local authority should receive such views with ‘an open mind’ and give them ‘due consideration’

– people who express their views ‘should have access to a clear record’ and explanatory material about relevant decisions.

Why engagement

• Facilitates the buy-in of communities or affected parties who are more likely to take ownership of an issue;

• Avoids the risk of committing resources on options or proposals that may in the end fail for lack of support.

Case study: Southland Region

• To engage with its community on its Water and Land strategy the Southland regional council sent an engagement document to all rural mailboxes and stakeholders, and made it available on line. Critical to the process were the 10 drop-in sessions held over three months. – Hot soup and bread were provided at the drop-in, which also became a lunch stop. Staff were

available to answer questions and participants were encouraged to provide ideas and suggestions – sessions were loosely based on a world café-style approach with 40 – 80 people attending each session.

– Facebook sessions were held in the evenings with staff and councillors were available to answer questions and reply to comments.

• The result was positive input that identified gaps and highlighted issues where rules may not have been practical. Fresh ideas and feedback from a wide range of groups came through a range of communication types.

Arnstein: ladder of citizen participation

Citizen control

Delegated power

Partnership

Placation

Consultation

Informing

Therapy

Manipulation

IAP2 Spectrum

Inform Consult Involve Collaborate Empower

To provide balanced and objective information to assist understanding of topic, alternatives, opportunities and / or solutions.

To obtain public feedback on analysis, alternatives and / or decisions.

To work with the public throughout the process to ensure that concerns and aspirations are consistently understood and considered.

To partner with the public in each aspect of the decision including developing alternatives and identifying a preferred solution.

To place final decision-making in the hands of the public.

Case study: New Brighton

• As part of the process of providing residents in the eastern suburbs of Christchurch with sport and recreation services after the loss of the QEII stadium, the council sought the views of residents on the new water attraction. Over a six-week period: – Ideas were gathered from the six local schools: 350 ideas were put forward including in pictures,

poems and songs.

– Drop-in sessions were held in libraries and at local events, such as the New Brighton Market, with face-to-face sessions with council staff.

– Regular posts were made on the council Facebook site and on twitter, with social media posts providing regular updates to residents

– In total 237 surveys were completed, over 1200 people viewed at least one web page and 154 people in the neighbourhood provided some form of online feedback.

Techniques (examples)

• Focused conversation

• Citizens’ juries

• World cafe

• Focus groups

• Stakeholder interviews

• Social media

Consulting with Māori

• Consultation is most effective when the parties consulting understand, respect and trust each other.

• Understanding is more than just listening and hearing what is being said; it is acknowledging where the other person is coming from, recognising their culture and history that has brought them to this point, and being prepared to accept them for where they are.

• To understand tangata whenua regular contact and exchanges are needed, not solely in the organisation’s office, but at hui, tangi, and other marae-based activity.

Consulting with Maori (cont.)

• Adequate time needs to be set aside to allow concepts and philosophies to be tested out with all of the tangata whenua – not just those who are representing the tribes at the meeting – and the representatives will need to feel comfortable that they are bringing to the consultative process what all of their members are feeling.

• Māori decision-making is usually by consensus rather than by majority; sometimes this will involve compromise.

• Organisations should talk with local tangata whenua about appropriate kawa and tikanga for their areas.

Conclusion

• Be careful not to over promise or raise expectations that cannot be met

• Be clear about the purpose

– are you seeking consultation, engagement or empowerment?

• Understand the nature and values of the community you are working with.