Community Engagement Framework

• What is an engagement framework • What is community engagement• Why do we engage? • Who should we engage• Benefits of engagement• Our role in engagement• The city of canning’s commitment

to values of engagement (IAP2)• The framework explained• Resources to assist staff

What is an engagement framework? An engagement framework is the how we do engagement at Canning.

The City of Canning’s Engagement Framework aims to provide staff with a clear process and tool to guide the why, who, when and how we engage.

The documents key to the framework are:

• Community Engagement Policy

• Community Engagement Planning Guidelines

• Community Engagement Planner.

The City provides an advisory and support service to staff through the Engagement Lead and IAP2 trained engagement champions throughout the organisation.

What is community engagement?Community engagement is the two-way process of working collaboratively with community to gain their input into decisions or address issues in the community that affect them.

Community engagement is a fundamental and powerful tool for government agencies. The WA Department of Local Government and Communities, Office of Multicultural Interest defines community engagement as “A process of involving citizens in government decision-making processes, policies and programs. It is a way of understanding and addressing community needs through listening, building relationships and collaboration”.

Why do we engage? To make informed decisions based on stakeholder and community views, concerns, needs and issues. Valuing engagement creates stronger outcomes, sustainable solutions and increased social capital in our mission to becoming a welcoming and thriving City.

The City’s Strategic Community Plan goals that underpin our framework are:

• Connect - an inclusive, safe and vibrant community.

• Lead - accountable, responsible and forward-thinking administration.

• Prosper - a thriving local economy.

• Grow - natural areas where people and wildlife flourish.

• Build - accessible, pleasing, urban spaces that are fit-for-purpose.

Engagement supports well-informed, appropriate and meaningful decisions that reflect what our stakeholders and, community value.

Who should we engageA stakeholder is a person, group, or organisation that has a direct or indirect interest or concern in an organisation’s activities and outcomes. AA stakeholder can affect, or be affected by Canning’s activities, decisions and issues.

In the City of Canning, we aspire to connect with all stakeholders in our community which may include, but are not limited to:

• culturally and linguistically diverse groups

• schools

• businesses

• sporting and recreation groups

• community groups

• Wadjuk, Noongar and wider Aboriginal community

• seniors

• children and families

• youth.

Benefits of engagement for our internal performance When we invest in engagement as an organisation the benefits for our performance include:

• improved project and problem definition

• improved solution testing and value management

• improved risk quantification

• improved risk mitigation

• improved credibility and reputation

• improved community satisfaction with the City.

Our role in engagement Council employees all have a part to play in engagement. Below is a guide on the various roles and how they support guiding and embedding engagement for the City.

Stakeholder Role

Council • responsible for decision making in accordance with the Local Government Act 1995• responsible for endorsing the City’s strategic approach to community engagement• supporting the City’s commitment to planning and delivering community engagement by approving adequate resources for this process• promoting community engagement activities and encouraging participation within the community through local networks (e.g. online/social

media and community contacts)• attending community engagement activities (where relevant) to observe the process and listen to the views of participants, while maintaining an

objective and unbiased process• ensuring that community and stakeholder opinions in relation to matters under their consideration, are given due consideration.

CEO and Directors • ensuring that the Community Engagement Framework is appropriately implemented and applied across the organisation• ensuring that the community engagement needs across all projects, issues and initiatives are appropriately considered and resourced• advising Council on community engagement processes and outcomes.

Executive Managers • overseeing the planning and delivery of community engagement within the projects undertaken by their team, including determining the necessity or benefit of community engagement in each case

• supporting project managers and contractors to deliver community engagement activities in line with the Community Engagement Framework• ensuring engagement activities are communicated to elected members through directors

Community Engagement Lead • provide guidance and support to staff and contractors in planning and delivering community engagement activities• coordinating the management of community engagement resources • ensure the Community Engagement Framework and associated documents are regularly reviewed to meet best practices and local government

standards• identify and facilitate community engagement training and development opportunities• measure and report on the effectiveness of the Community Engagement Framework.

Community engagement champions • Trained engagement champions provide support and guidance to City staff in planning project engagement.

Project Managers • include community engagement as part of Project Management planning• undertake community engagement activities • Use information received during community engagement activities to make recommendations and/or inform a course of action• evaluate the success of engagement activities and apply learnings for consideration in future engagements• ensuring adequate feedback is provided to all engagement participants letting them know the outcome of the project engagement (two-way

communication is imperative to ensuring stakeholders continue to engage on future projects)• liaising with the Community Engagement Lead and/or Public Relations and Marketing team for advice on the planning and implementation of

community engagement activities• determine any legislative requirements of the project and how this will affect community engagement planning.

Stakeholder Relations • support planning the communication needs required to support community engagement during the planning phase of projects• promote engagement activities and events • providing advice to project managers on written and promotional materials developed to support engagement activities.

The city of canning’s commitment to values of engagement (IAP2)Using the IAP2 values as a guide (IAP2 Core Values for the Practice of Community Engagement, IAP2, 2016) the City of Canning will demonstrate the following values of engagement:

• public participation is based on the belief that those who are affected by a decision have a right to be involved in the decision-making process

• public participation includes the promise that the public’s contribution will influence the decision

• public participation promotes sustainable decisions by recognising and communicating the needs and interests of all participants, including decision makers

• public participation seeks out and facilitates the involvement of those potentially affected by or interested in a decision

• public participation seeks input from participants in designing how they participate

• public participation provides participants with the information they need to participate in a meaningful way

• public participation communicates to participants how their input affected the decision.

1. Understand

3. Engage

3. Reflect and 2. PlanSteps to

Community Engagement

Nih: We are listening

Barruniny: We are always staying connectedl

Wongi: We are always communicating

COMMUNITY ENGAGEMENT FRAMEWORK

The framework explainedOur Behaviors of engagement (nih, burruniny and wongi)Nih, Barruniny and Wongi are the three required behaviours that need to be embedded throughout the whole process of engagement from planning to implementation and completion.

• Nih: We are always listening

• Barruniny: We are always staying connected

• Wongi: We are always communicating

Step one: Understand This step of the framework asks us to consider the context and needs to define the purpose of engagement:

• Do I know the project history and key information that will impact planning appropriate engagement?

• Are there any specific legislative requirements around your project that affect engagement?

• What is the purpose of this engagement?

• Am I aware of all the potential risks around project complexity, community impact and political sensitivity?

• Have I researched and gained sufficient knowledge about the stakeholders and community impacted?

• Am I aware of stakeholder group’s level of influence and power affecting the project?

Step two: PlanThis step of the framework asks us to consider the following questions and issues to best plan and measure engagement:

• Have I developed the scope for the engagement?

• Have I identified the level of engagement required for the project?

• Do I know what engagement methods are required?

• Have the quality assurance indicators been identified?

• Who is my project team and what are their roles in the engagement process?

• Who will manage and oversee the engagement?

Model Of Engagement (IAP2) With Canning Standard Of Engagement Behaviours Matrix

LEVELS OF ENGAGEMENT Inform Consult Involve Collaborate EmpowerBarruniny (We are always staying connected)

Provide public with balanced and objective information to assist them in understanding the problem, alternatives, opportunities and/or solutions.

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

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

To work directly with the public in each aspect of the decision including the development of alternatives and the identification of the preferred solution.

To place the final decision in the hands of the public

Wongi (We are always communicating))

We will keep you informed. We will keep you informed, listen to and acknowledge concerns, aspirations and provide feedback on how the public input influenced the decision.

We will work with you to ensure that your concerns and aspirations are directly reflected in the alternatives developed and provide feedback on how the public input influenced the decision.

We will look to you for advice and innovation in formulating solutions and incorporate your advice and recommendations into the decisions to the maximum extent possible.

We will implement what you decide.

Low Medium High

LEVEL OF INFLUENCEThe level of influence is stakeholders or community have regarding final decisions need to be considered in planning your level of engagement. Engagement is fluid, so

within one project or issue there can be movement through the different levels of engagement and this is determined by this underpinning level of influence of a stakeholder.

Step 3: EngageThis step of the framework asks us to consider the following questions required to best implement and deliver the appropriate engagement methods:

• Are the methods chosen appropriate to the level of engagement needed for a successful project outcome?• Have I reflected our vision and values in the planning and implementation of this engagement process?• Have I ensured multiple methods are going to be used to reach stakeholders and community (traditional, digital and innovative)?• Have I identified barriers to and opportunities for engagement and employed measures to reach all stakeholders (English as a second language, disabilities, etc.)?Below is a guide that can assist on what methods to consider for specific projects seen in local government, based on the levels of engagement and influence.

Level of engagement Level of influence Methods to consider ExamplesInform and consult Low Printed or digital Information materials

• fact sheet• brochure• flyer• newsletter/ eNewsletter/emailsSocial Media• Facebook• Twitter• Instagram

Website

Public display

Billboard, banner, poster, signage

Local Radio and Television

Inform• Minor changes to local playground. • Normal street works.• Changes in time and venue to a local community activity.• Development of a localised program, e.g. community garden,

leisure program, etc.Consult• Minor changes in customer service processes, e.g. rates

payment, hours of operations, etc.• Minor changes to City-wide activities and services, e.g.

Moonah Taste of the World Festival, NAIDOC Week, Youth Week, etc.

• Review of community needs and plans, e.g. Capital Works Program review, community satisfaction survey, etc.

• Non-contentious changes to fees and charges.

Level of engagement Level of influence Methods to consider ExamplesInvolve and/or collaborate Medium • comment form and post card

• discussion paper • door knocking• fairs and festivals• focus group• forum, briefing and information session• interactive mobile app• interview• open house• poll• suggestion box• card storming• citizen panel• committee• community leaders• conversation café• creative arts expression• open space• participatory editing• •public hearing or inquiry• public meeting• site tour City of Canning Advisory Groups

(CBAG, SEAG, CAG and CRAG)• appreciative inquiry• co-design• deliberative poll • dialogue and round table• elector poll • symposium

Involve and or/ collaborate • Removal or relocation of local playground.• Changes to valued youth activities. • Major street work or road closure. • Significant changes to car parking arrangement in

local shopping centre.• Development changes to sports grounds, parks

or local facilities.

Empower High • Elections• Citizens jury• Community panel

Empower • Community, strategic and annual plans. • Significant Council policies/strategies/plans or by-laws, e.g.

Access Plan, Multicultural Strategy, Capital Works Program, Environmental Management Strategy, etc.

• Major changes to City-wide services, e.g. waste management, child care, etc.

• Provision, removal or major changes to a regional facility or infrastructure, e.g. MAC, DEC, etc.

Step four: Reflect and learn This step of the framework asks us to consider the following questions required to evaluate the effectiveness of engagement:

• Did we achieve the outcomes we were seeking from the engagement?• Have we effectively communicated throughout all phases of engagement with our stakeholders?• Did we exhibit our Behaviors of engagement (nih, burruniny and wongi) throughout the process • How do we know we were successful and what lessons were learned?• Have we communicated back to the stakeholders and community?

Resources available to assist staff• The Community Engagement Policy outlines how the City will engage the community through the Community Engagement Process.

• The Community Engagement Planning Guide provided step-by-step practical advice for officers in relation to the community engagement process and to build internal capacity to deliver best practice engagement activities across the City.

• Community Engagement Planner provides a template for staff to plan engagement.

• Community Engagement Champions are trained staff across the organisation that can support and assist other staff in engagement planning and implementation.

• Community Engagement Evaluation Planner provides a step-by-step guide to evaluating your engagement.

English Your say Arabic ادِل برأيك Simplified Chinese 发表您的意见 Traditional Chinese 發表您的意見 Indonesian Pendapat Anda Punjabi ਤੁਹਾਡੇ ਵਿਚਾਰ

English Your say Arabic ادِل برأيك Simplified Chinese 发表您的意见 Traditional Chinese 發表您的意見 Indonesian Pendapat Anda Punjabi ਤੁਹਾਡੇ ਵਿਚਾਰ

English Your say Arabic ادِل برأيك Simplified Chinese 发表您的意见 Traditional Chinese 發表您的意見 Indonesian Pendapat Anda Punjabi ਤੁਹਾਡੇ ਵਿਚਾਰ

English Your say Arabic ادِل برأيك Simplified Chinese 发表您的意见 Traditional Chinese 發表您的意見 Indonesian Pendapat Anda Punjabi ਤੁਹਾਡੇ ਵਿਚਾਰ

English Your say Arabic ادِل برأيك Simplified Chinese 发表您的意见 Traditional Chinese 發表您的意見 Indonesian Pendapat Anda Punjabi ਤੁਹਾਡੇ ਵਿਚਾਰ

English Your say Arabic ادِل برأيك Simplified Chinese 发表您的意见 Traditional Chinese 發表您的意見 Indonesian Pendapat Anda Punjabi ਤੁਹਾਡੇ ਵਿਚਾਰ

English Your say Arabic ادِل برأيك Simplified Chinese 发表您的意见 Traditional Chinese 發表您的意見 Indonesian Pendapat Anda Punjabi ਤੁਹਾਡੇ ਵਿਚਾਰ

English Your say Arabic ادِل برأيك Simplified Chinese 发表您的意见 Traditional Chinese 發表您的意見 Indonesian Pendapat Anda Punjabi ਤੁਹਾਡੇ ਵਿਚਾਰ

English Your say Arabic ادِل برأيك Simplified Chinese 发表您的意见 Traditional Chinese 發表您的意見 Indonesian Pendapat Anda Punjabi ਤੁਹਾਡੇ ਵਿਚਾਰ

English Your say Arabic ادِل برأيك Simplified Chinese 发表您的意见 Traditional Chinese 發表您的意見 Indonesian Pendapat Anda Punjabi ਤੁਹਾਡੇ ਵਿਚਾਰ

Connect with us

canning.wa.gov.au

1317 Albany Highway, Cannington WA 6107Ph: 1300 4 CANNING (1300 422 664) E: customer@canning.wa.gov.au

Alternate versions of this document can be made available on request, including languages other than English. Contact the City on 1300 422 664 to find out more.