Community Engagement Strategy 2017 - Federation Council · Local jobs (year ended 30 June 2016) 5,127 . Visitors to the region (year ended 30 June 2016) 106,562 ... Community Engagement

Federation Council - Community Engagement Strategy 2017 2/07/2018 12:02 PM Reference: 17/22931 Version No: 1 Page 1

Community Engagement Strategy

2017

Record No: 17/22931

Version No: 1


Table of Contents

Aim 3

Background ................................................................................................................................................................... 3

Commitment to Community Engagement ................................................................................................................... 4

Our Community ............................................................................................................................................................ 5

Guiding Principles ......................................................................................................................................................... 6

Why we engage ............................................................................................................................................................ 7

Who we will engage with ............................................................................................................................................. 7

Levels of community engagement ............................................................................................................................... 9

How we will engage .................................................................................................................................................... 10

How Council will use the feedback provided ............................................................................................................. 11

Other resources that will inform the plan .................................................................................................................. 12

Key Timings and milestones ....................................................................................................................................... 13

Schedule of Changes & Amendments ........................................................................................................................ 15


Aim The Community Engagement Strategy will outline an approach for engaging the local community in the development of the Community Strategic Plan (CSP) as part of the completion of the Integrated Planning and Reporting Framework. Federation Council will commit to working directly with the community in developing the Community Strategic Plan (CSP) to ensure that community concerns and aspirations are understood and considered.

Background During 2017, Federation Council will commence developing its first Community Strategic Plan (CSP). This is a long-term plan that will identify the community's main priorities and expectations for the future. The Community Strategic Plan (CSP) will integrate and further expand on existing strategic planning work.

The NSW Local Government Act requires Council to develop a Community Strategic Plan to guide the way Council works with the community and implements priorities.

The components of the IP&R framework and how they fit together are illustrated below:

The CSP needs to address social, environmental, economic and civic leadership priorities. In addition, the Plan will also respond to four key questions:

1. Where are we now? 2. Where do we want to be in 10 years? 3. How will we get there? 4. How will we know we have arrived?


The directions and strategies outlined in the CSP form the basis of Council’s programs, projects and strategies, which is supported through the preparation of a:

• Four Year Delivery Program - outlining the principal activities/key services that Council will undertake over a period of four years to deliver on its role in implementing the Community Strategic Plan;

• Operational Plan - a detailed sub-plan of the Delivery Program listing all the activities Council will undertake during the year to achieve its strategic goals including its budget and fees and charges;

• Resourcing Strategy - including the Long-Term Financial Plan, Asset Management Strategy and Plan and Workforce Management Strategy and Plan.

This Community Engagement Strategy outlines how the Federation Council region, inclusive of visitors and agencies, will be invited to express their ideas and views to inform the development of Council’s CSP and supporting documents.

Commitment to Community Engagement Federation Council believes that meaningful participation by community and stakeholders in the development of the Community Strategic Plan will lead to more informed and robust decisions for all.

Council believes that good community engagement will: • provide a better understanding of community and stakeholder needs and expectations; • help identify issues and perspectives which would not otherwise be known; • assist in building positive relationships with the community and our stakeholders; • increase understanding of our projects or plans; • ensure that the community is informed about our responsibilities and actions; • help to enable community ownership of outcomes, and • increase awareness in regard to the responsibilities of Council, the community and stakeholders.

To help us achieve these principles, improve our service delivery and respond to community needs, you can expect Federation Council to:

Be accessible and inclusive • Actively listening to our community’s needs and expectations so that they may be understood and

considered. Actively seek input into our decision-making

• Encouraging the community to provide meaningful input and feedback. • Enabling genuine community participation and collaboration by using best practice consultation tools

and techniques. • Using emerging innovative communication technologies to engage, plan and encourage information

sharing with our community. Be open and transparent

Using plain and clear language in documents and public communications that is more engaging and understandable for citizens than technical language and jargon.

• Informing the community and stakeholders about how their input was considered and adopted or why it was not adopted in Council projects, initiatives and policy development.

• Sharing information about Council services, activities and decisions. • Regularly promoting and celebrating the achievements of Council and the local community.


Our Community Federation Council is home to 12,569 people and covers an expansive and diverse region covering 5,685 km.

The following is a snapshot of the Council area:

Population density 0.02 persons per hectare

Number of households 5,089

Average age 46 years

Non English Speaking background 3%

Number of Development Applications (July – May 2016/17) 250

Residential building approvals (July – May 2016/17) 174

Other (Commercial /Industrial/ Land) 77

Total value of building approvals (July – May 2016/17) $71.6m

Percentage of labour force with qualifications (2011) 48.2%

Population doing some form of voluntary work (2011) 24%

Largest industry (employment) Manufacturing (20.6%)

Agriculture, Forestry and Fishing (16% of employment)

Agricultural output $276m

Largest commodity produced (Cereal crops) 49.7%

Accommodation and Food Services (13% of employment)

Gross Regional Product (year ended 30 June 2016) $556m

Local jobs (year ended 30 June 2016) 5,127

Visitors to the region (year ended 30 June 2016) 106,562

Total number of visitor nights 332,330

Average stay 3.2 nights


Guiding Principles Council believes that all members of the community have a right to contribute to their community and its prospective plans. The Community Engagement Strategy is guided by the principles of social justice:

Equity There should be fairness in decision making, prioritising and allocation of resources, particularly for those in need. Everyone should have a fair opportunity to participate in the future of the community. The planning process should take particular care to involve and protect the interests of people in vulnerable circumstances. Access All people should have fair access to services, resources and opportunities to improve their quality of life. Participation Everyone should have the maximum opportunity to genuinely participate in decisions which affect their lives. Rights Equal rights should be established and promoted, with opportunities provided for people from diverse linguistic, cultural and religious backgrounds to participate in community life. Quadruple Bottom Line The Community Strategic Plan will also adequately address social, environmental, economic and civic leadership considerations, and approach referred to as ‘the quadruple bottom line’. The following chart from the Office of Local Government identifies key areas that must be considered by Council’s CSP.


Why we engage Community and stakeholder engagement fosters a sense of belonging and helps to create community ownership of project outcomes.

Local Councillors are elected to oversee the strategic functions of Council. In order to help them do this, they ask for the views of the community to help them make sustainable decisions and better understand local issues and needs.

Stakeholder and community input improves the quality of policy and helps to ensure the end result is relevant to the needs of the community.

Well planned engagement provides the opportunity for a diverse range of voices to be heard on any issue, promotes a higher standard of customer service, a better understanding of the decisions to be made, and more opportunity for meaningful feedback.

Who we will engage with Federation Council is large geographic area with a diverse range of communities. Council will engage a broad range of people who make up the Region and who have unique interests and a role to play in the creation of our future.

Stakeholders are recognised as organised groups, agencies or government bodies who are located in or service area, who have an interest in Council’s decision-making and who are affected by Council’s decisions.

Businesses, retail outlets, State and Federal Governments, community groups, Local Government and not for profit organisations are considered stakeholders.

The community includes all other individuals or groups who have an interest in Council’s decision-making and who are affected by our decisions.

These individuals or groups may be identified as residents and voters, ratepayers, business owners, Federation Council committees and working groups, our customers, contractors or suppliers, local community interest groups, and hard to reach groups.

Target Groups

Council recognises that some groups may be hard to reach as part of a community engagement processes. For the community engagement process to be fair and equitable, these groups will be targeted to support and encourage their participation.

Who are our Target Groups? • Aboriginal and Torres Strait Islander people • Children • Young people • People with disabilities

Well planned

Community engagement

Success!


• People from diverse sexualities • Women • People from cultural and linguistically diverse backgrounds • Older people

Key Stakeholders A requirement of the Integrated Planning and Reporting Framework is that the 4-year delivery plan incorporates activities being performed by other stakeholders as well as Council. Given that the Community Strategic Plan also needs to demonstrate how it assists in implementing the NSW State Governments ‘State Plan’ Government Agencies are important stakeholders. Key agencies for Federation Council include the following departments and divisions.

Department Divisions Attorney General and Justice Office of the Director of Public Prosecutions Information and Privacy Commission Legal Aid Crime Commission Fire and Rescue State Emergency Service Police Force Ministry of Police and Emergency Service Education and Communities All Primary and Secondary Schools within Federation Council Riverina Tafe University of the Third Age Howlong, Corowa and Mulwala Preschools, Federation Council Mobile

Preschool Family and Community Services Ageing, Disability and Homecare Community Services Housing NSW Finance and Services Fair Trading NSW Procurement Board Geographical Names Board State Records Health Rural and Regional Local Health Districts Department of Health Premier and Cabinet Premier and Cabinet (Coordination Group) Division of Local Government Environment and Heritage Environment Protection Authority General Counsel and Parliamentary Counsel Treasury Treasury Trade and Investment Destination NSW Primary Industries Local Land Services Resources and Energy Transport NSW Roads and Maritime Services Member for Albury Greg Aplin (State) Member for Farrer Sussan Ley (Federal)


Regional Organisations Regional Development Australia – RDA Murray Murray Regional Tourism Board

Council Committees and Working Groups Insert section 355 Committees

Business community The business community is an important target group of stakeholders. Understanding the perceived and real barriers to current growth as well as the aspirations of the future for local and regional businesses will enable the Community Strategic Plan to reflect strategies that meet the needs of the Business Community. Community organisations, clubs, groups and individuals (including ratepayers). Federation Council will engage with local community groups and organisations. There are numerous groups, clubs, organisations and informal networks in each of the Region’s towns and villages. Internal groups Within Council, engagement activities also need to be completed throughout the organisation. This will help to ensure the CSP is well informed and that staff have ownership of the actions.

Levels of community engagement Community engagement is about involving the community in the decision-making processes for the development of long-term objectives and strategies that affect the community. Community engagement covers a broad range of activities and can take many forms. The International Association for Public Participation’s (IAP2) spectrum of participation is a recognized global standard for identifying the different levels of participation. Five levels of engagement, referenced from the IAP2’s Public Participation Spectrum, will be used throughout Federation Councils community engagement activities. IAP2’s Public Participation Spectrum shows the possible types of engagement with stakeholders and communities. The spectrum also shows the increasing level of public impact progressing through the spectrum beginning with “inform” through to “empower”.


• Inform: One way communication providing balanced and objective information to assist understanding about something that is going to happen or has happened.

• Consult: Two way communications designed to obtain public feedback about ideas, alternatives and proposals to inform decision making.

• Involve: Participatory process designed to help identify issues and views to ensure that concerns and aspirations are understood and considered prior to decision making.

• Collaborate: Working together to develop understanding of all issues and interests to work out alternatives and identify preferred solutions.

• Empower: To place final decision making in the hands of the public.

Council will use a variety of communication and engagement methods to help maximise the level of public impact.

How we will engage Council proposes the following elements to engage with the community towards the development of its CSP.

Level Action Description

Empower & Collaborate

Council Committees Council has a number of section 355 committees and working groups whose mandate will need to link to our CSP. Tailored workshops will be conducted with these groups to gather feedback and identify how they can better contributor to the CSP reporting process. A detailed implementation plan of this will be prepared.

Empower & Collaborate

Stakeholder workshops

An extensive range of workshops and one-on-one meetings will be hosted with key stakeholders, agencies and community groups. A detailed implementation plan of this will be prepared.

Inform Newspaper advertising

Council will be use local newspapers to advertise the platforms for engagement to increase awareness and encourage strong levels of participation.

Inform Newspaper editorial and media releases

Council will prepare media releases to encourage newspaper editorial. Council will use this material to keep its website and social media platforms up to date.

Involve Online surveys and polls

Surveys and polls for opinion response will be available online through Council’s website and these opportunities will be well promoted.

Inform Fact Sheets Briefing notes and fact sheets will be produced to help inform stakeholders of the process and to guide discussions with key stakeholder groups.


Collaborate Employee Focus groups

Council will engage with its Leadership Group and all other employees (indoor and outdoor staff) to gather insights on the Region’s future.

Collaborate Interview Structured face to face or phone interviews will be completed.

Involve Direct Mail Community Newsletters will be prepared with a major focus on IP&R and the opportunity to be involved. This will be circulated to all Federation Council households and ratepayers and will include survey’s and ongoing updates.

Involve Submissions In addition to online polls and surveys, the community will be invited to prepare general submissions so that members of the community do not feel constrained to responding within the format of the surveys.

Collaborate Pop up activities or Coffee with a Councillors

The community will be invited to drop in for a coffee with Council. Fact Sheets will be available to aid in discussion and collection of feedback.

Inform Social Media Social Media will be used to direct users to engagement opportunities, such as notifying them of events or encouraging a click through to our CSP page of the website.

Inform Council Customer Service Platforms

Council will use Council customer service platforms to promote the C

The above methods provide a range of opportunities for participation by residents and ratepayers, visitors, businesses, community and relevant agencies.

Due to the size of the Federation LGA, Council will ensure engagement opportunities are available at all key towns and villages including Corowa, Howlong, Mulwala, Oaklands, Urana, Balldale, Boree Creek, Buraja-Lowesdale, Coreen, Daysdale, Morundah, Rand, Rennie and Savernake.

How Council will use the feedback provided A consultation report will be prepared summarising all of the outcomes and insights from the completion of the engagement process. This will be a key document that will inform the preparation of the CSP and will be publicly available.

Once consultation is complete and the feedback and data is analysed, Council will:

• develop a 10 year Community Strategic Plan and together with a Four Year Delivery Plan and Operational Plan, place them on public exhibition for further feedback;

• identify ways to ensure the CSP remains top-of-mind with Council and its stakeholders; • ensure there are clear roles and responsibilities so that the implementation of the plan can be achieved; • improve how we report on the progress of the Plan and how contributing stakeholders are involved in

this process; • actively advocate project priorities to the State and Federal Governments for projects identified in the

Plan that fall outside of Local Government responsibility, and • support the various community groups helping to deliver community priorities outlined in the plan.


Other resources that will inform the plan A range of current resources already exists within Council, which will be used to inform the preparation of the CSP. Many of these strategies or Plans have been previously informed through community consultation:

Resource Adopted

Council business plans X 54

Disability access Inclusion Plan

Corowa Riverfront Master Plan

Mulwala Foreshore Master Plan

Melbourne Street Master Plan

Ball Park Caravan Park and Swimming Pool Master Plan

Rural Village Plans X 7


Key Timings and milestones The following general timeline will be followed which takes into account high levels of ongoing community consultation.

What How Who By when Agree on timeframe for CSP

Council meeting and report Director CCS October 17

A set of agreed principles that underpin the Community Strategic Plan. Adopt Community Engagement Strategy.

Meeting/s to review adopted documents containing sustainability and social justice principles.

Councillors, GM October 17

Preparation of Background Papers for Social, Economic, Environment and Civic Leadership identifying current issues and opportunities.

Meeting/s to determine structure and identify strategic and research documents. Compile and analyse information.

Leadership Team October 17 – December 17

Preparation of current Levels of Service Report or service level review outcomes report if available. Preparation of asset management and financial considerations report to inform consultation.

Meeting/s to determine structure and identify strategic and research documents. Compile and analyse information.

Leadership Team Director Finance, Director of Engineering

October 17 – December 17

Preparation of Communications Plan and material to ensure community and stakeholders are aware of process

To be guided by Community Engagement Strategy.

Communications Officer.

October 17.

Undertake Community Engagement

Bring stakeholders and community members together to review current issues and opportunities and to review long-term vision and develop objectives.

GM, Councillors and DCCS

January 18 – February 18

Engagement Summary Report prepared outlining the 'Community Vision' and list of key priorities identified throughout consultation.

As per detailed community engagement plan to be prepared.

DCCS February 18


Desktop review of existing strategic documentation which will inform CSP. Consultation with key agencies re how their planning can be incorporated in CSP.

Existing Master Plans/and or strategy documents should be costed so they can be considered in resourcing strategy documents.

Directors February 18

Adopt Asset Management Strategy and Preparation of draft Asset Management Plan

Director Engineering

February 18

Preparation of draft Long Term Financial Plan

Must include: • Projected income and

expenditure, balance sheet and cash flow statement

• Planning assumptions used to develop the Plan

• Sensitivity analysis - highlights factors/ assumptions most likely to affect the Plan

• Financial modelling for different scenarios e.g. planned/optimistic/ conservative

• Methods of monitoring financial performance

Director Finance February 18

Preparation of draft CSP Council to adopt draft and further community engagement undertaken to ensure community feedback.

DCCS March 18

Preparation of draft Delivery Program and Operational Plan. Final draft Asset Management Plan and Long Term Financial Plan Prepared for consultation.

Adopt draft IP&R suite of documentation at April Council meeting.

DCCS April 18

Community Consultation As per detailed consultation plan. GM and Councillors April 18 – May 18

Consultation summary report prepared

Key issues raised in consultation to be reviewed by Council and actions identified.

GM and Councillors June 18

Final CSP, Delivery Program, Operational Plan, LTFP and Workforce Management Plan to be prepared

Adopted by Council Directors GM and Councillors

June 18

Promotion and launch of adopted plans.

As per consultation plan. Commence implementation and reporting. Launch event.

Directors GM and Councillors

July 18


Schedule of Changes & Amendments

Version Date Changes / Amendments

NOTE: This is a controlled document. If you are reading a printed copy please check that you have the latest version by checking it on Councils Electronic Document system. Printed or downloaded versions of this document are uncontrolled.

Documents

Community Engagement Strategy 2017 - Federation Council · Local jobs (year ended 30 June 2016) 5,127 . Visitors to the region (year ended 30 June 2016) 106,562 ... Community Engagement