Related resources for levels of participation

This paper from the Community Economic Development Action Research Project covers processes for engaging with communities, key challenges in building a meaningful relationship with communities/community groups and emergent principles of engagement that can be considered in future work.

CommunityNet is a good place to publish announcements for the community and voluntary sector.

This organisation represents the national interests of councils of New Zealand. They champion best practice in the local government sector, amd provide policy, advice and training to councils. The website can help connect you with local councils who you may wish to consult or work with.

Government agencies can publish media releases on the New Zealand government website to reach community and voluntary groups.

The Office for the Community and Voluntary Sector sends out a regular e-newsletter. You can use this to ensure your message reaches a wide audience within the sector.

The Office for the Community and Voluntary Sector has good networks and communication links with the sector. You can work with them to send your announcements to their networks. 

Government agencies can promote news or events on the Public Sector Intranet if they think other government agencies may have effective networks with community groups or be interested in the issue.

Those drafting papers for Cabinet and Cabinet committees need to decide early in the process which other departments or agencies need to be consulted. The purpose of that consultation is to ensure that Ministers have all the relevant information in front of them as they take decisions. Departments initiating drafts are responsible for ensuring that appropriate consultation is undertaken, that others are given reasonable time to comment on the draft paper and that their views are accurately reflected in the paper. The Cabinet Office may reject papers where it appears the necessary consultation has not taken place.

This case study illustrates how Housing New Zealand used participatory appraisal to develop its community renewal programme for state housing.

This 2nd edition of the code (produced in Jan 2004) was designed to improve the way the British Government consults with stakeholders. It strengthened the commitment to providing respondents with feedback and to following better regulation best practice in developing policy options. Six key consultation criteria are identified. 1. Consult widely throughout the process, allowing a minimum of 12 weeks for written consultation at least once during the development of the policy. 2. Be clear about what your proposals are, who may be affected, what questions are being asked and the timescale for responses. 3. Ensure that your consultation is clear, concise and widely accessible. 4. Give feedback regarding the responses received and how the consultation process influenced the policy. 5. Monitor your department’s effectiveness at consultation, including through the use of a designated consultation co-ordinator. 6. Ensure your consultation follows better regulation best practice, including carrying out a Regulatory Impact Assessment if appropriate.

The British Government has had a Code of Practice on Consultation since 2000. It sets out how consultation exercises are best run and what people can expect from the Government when it has decided to run a formal consultation exercise. This third version of the Code (produced in July 2008), is itself the result of listening to those who regularly respond to Government consultations. This Code aims to help improve the transparency, responsiveness and accessibility of consultations, and help in reducing the burden of engaging in Government policy development. It features 7 consultation criteria: When to consult - Formal consultation should take place at a stage when there is scope to influence the policy outcome. Duration - Consultations should normally last for at least 12 weeks with consideration given to longer timescales where feasible and sensible. Clarity of scope and impact - Consultation documents should be clear about the consultation process, what is being proposed, the scope to influence and the expected costs and benefits of the proposals. Accessibility - Consultation exercises should be designed to be accessible to, and clearly targeted at, those people the exercise is intended to reach. Burden - Keeping the burden of consultation to a minimum is essential if consultations are to be effective and if consultees’ buy-in to the process is to be obtained. Responsiveness - Consultation responses should be analysed carefully and clear feedback should
be provided to participants following the consultation. Capacity to consult - Officials running consultations should seek guidance in how to run an effective consultation exercise and share what they have learned from the experience.

This kit contains information about consultation principles, techniques, case studies, and evaluation tips. It includes guidelines for working with Aboriginal people and people with disabilities.

The report discusses various models of community consultation and documents why there is currently such enthusiasm for community consultation at the local and state level in Victoria. The report also includes new research about practical approaches in Victoria to reaching people who may be disengaged, disinterested or facing barriers to public participation.

This Australian site includes useful community development resources.

These guidelines set out best practice for District Health Boards and the Ministry of Health for consultation processes.

A very comprehensive document for consultation with the community and voluntary sector within the context of the UK Compact. It contains guidelines on developing a framework for consultation and policy appraisal, ways to consult and how to decide who to consult.

This brochure from the Ministry of Consumer Affairs gives advice on consultation and ensuring consumer representation.

This Ministry of Consumer Affairs booklet is designed to help government agencies set up effective consultation with consumers through consumer representatives. It talks about when to consult, how to consult, the costs of consultation, and, most particularly, how to locate consumer representatives who can give the quality of advice needed.

The Council of Australian Governments (COAG) has published a comprehensive set of resources designed to ensure best practice consultation is undertaken when policy is being developed. These are based on seven principles that do not require a post-graduate qualification to understand: Continuity — Consultation should be a continuous process that starts early in the policy development process. Targeting — Consultation should be widely based to ensure it captures the diversity of stakeholders affected by the proposed changes. This includes Commonwealth, State, Territory and local governments, as appropriate. Appropriate timeliness — Consultation should start when policy objectives and options are being identified. Throughout the consultation process stakeholders should be given sufficient time to provide considered responses. Accessibility — Stakeholder groups should be informed of proposed consultation, and be provided with information about proposals, via a range of means appropriate to those groups. Transparency — Ministerial Councils need to explain clearly the objectives of the consultation process, the regulation policy framework within which consultations will take place and provide feedback on how they have taken consultation responses into consideration. Consistency and flexibility — Consistent consultation procedures can make it easier for stakeholders to participate.  However, this must be balanced with the need for consultation arrangements to be designed to suit the circumstances of the particular proposal under consideration. Evaluation and review — Policy agencies should evaluate consultation processes and continue to examine ways of making them more effective. The consultation guidelines are in line with their principles for good regulatory process. Australia, 2009

DOC's consultation guidelines explain the consultation process and provide guidance to help assess appropriate consultation methods for different issues and levels of complexity.

The Department of Conservation's consultation policy states that the department is committed to consulting with tangata whenua, associates, and the community, and managing effective and efficient consultation processes, in the interest of getting the best information to make decisions which are good for both conservation and the people of New Zealand.

This is a useful resource on using community consultation in making policy and improving services. It includes sections on planning consultation, overcoming barriers to effective consultation, the principles of good practice and evaluating effectiveness.

Government agencies can list their current consultations here on the New Zealand government website.

This site provides a simple and effective facility for government agencies to improve the reliability and circulation of news items and public notices. It allows the agency to notify web-based news portals and syndicated news sites of their news items.

Partnering in its various forms is gaining in popularity in other countries as a means of building new infrastructure and delivering public services. There are also signs of increasing interest in this approach in New Zealand, particularly in local government. The experience of other countries suggests there is a need for clear government policy and direction if partnering is to be used to any great extent. This report aims to inform leaders and decision-makers about the partnering issues they need to consider. 

This UK study explores participants' views of the value added by community involvement in governance through Local Strategic Partnerships. The benefits, costs and difficulties identified hold lessons for community engagement in other governance structures, particularly those also including professionals and multi-agency groups.

This partnership assessment tool is valuable in describing the elements of a good partnership. While based on work in the United Kingdom with local government, it will be helpful in building and assessing any cross-sectoral partnership.

This presentation by Trish Hall of Thought Partners explores what makes for effective partnerships. It was part of the series of Good Engagement seminars run by the Office for the Comunity and Voluntary Sector.New Zealand, 2009

In Waitakere City, collaborative activity in social sectors is based on a tradition of community activism, interagency collaboration and city council facilitation. Through these processes, a number of lessons have been learned, and a language and new processes of collaboration have been developed. This article outlines the lessons learned.

This case study illustrates how a community group contributed fresh ideas and alternative solutions to help protect Wellington against the risk of bank-edge erosion. As a result, the group built and strengthened its ongoing relationship with the regional authority.

Government agencies may find the Ministry of Health's strategic relationship framework with NGOs useful when developing relationships with community, voluntary and Māori organisations.

This case study describes how NZAID and NGOs worked together to develop a unique policy framework that sets mutual ground rules for collaborative work. NZAID is a semi-autonomous body within the Ministry of Foreign Affairs and Trade, responsible for development co-operation with other countries.

Produced by the Organisation for Economic Co-operation and Development, this handbook contains examples from a range of countries of good practice, innovative approaches and promising tools for engaging citizens in policy making.

This policy outlines how Nelson-Marlborough District Health Board keeps the community informed, promotes interest in its activities and facilitates participation in planning and funding decisions.

This workshop run by Lyn Carson and Anne Pattillo was hosted by the Bioethics Council Secretariat in 2007. A video of Lyn Carson's presentation, Exploring powerful engagement methods: deliberative designs, is available from the website, along with a copy of her PowerPoint slides, a summary of Anne Pattillo's presentation and links to other resources provided in the workshop handbook.

This report identifies the types of partnerships the Department of Conservation has with community groups. This includes the key features of effective partnerships with community groups and the key factors that must be considered when partnerships between the department and community groups are developed. The research is based on seven case studies.

This pamphlet was developed by voluntary and community organisations together with public sector bodies in the United Kingdom to strengthen and build upon good practice in local partnerships. It sets-out a checklist for those engaged in partnership working at the local level to consider either in the development or enhancement of local compacts, or in specific partnership arrangements.

This research, conducted by Britain’s Ashridge Business School with The Copenhagen Centre, aims to provide a better understanding of how and why national governments across Europe are seeking to work with business to promote social cohesion and combat social exclusion – in short, to develop new social partnerships.

This paper documents researchers' experiences in engaging with communities as part of the Department of Labour's Community Economic Development Action Research project.

This 1998 report by the European Foundation for the Improvement of Living and Working Conditions presents the results of a research project to analyse in depth one specific approach – the local partnership – its structures, working methods and results. 

This publication takes the reader through each stage of the partnership development process and highlights factors that help or hinder successful management practice. A. Wilson and K. Charlton (1997). York, England: YPS. Available on interloan from the Department of Internal Affairs Library.

This document covers models of community-government partnership, factors affecting government-community partnerships, and examples (mostly from overseas) of partnerships.

This document reflects a synthesis of ideas from the US Agency for International Development’s New Partnerships Initiative Resource Guide. While focused on international development, it is a toolkit that can be used by anyone interested in developing a cross-sectoral partnership.

This offers a concise, step-by-step overview of the essential elements that make for effective partnering. The toolbook was produced in 2004 by The Partnering Initiative in co-operation with the Global Alliance for Improved Nutrition, The United Nations Development Programme and the International Atomic Energy Agency.

This handbook from the Canadian Ministry of Public Works and Government Services provides tools and tips on community-based partnerships and how to be effective in them.

Partnership Matters is an annual journal that examines current thinking and practice in cross-sector partnering. It profiles new thinking and innovative practice from the perspective of those involved at the cutting edge of the partnership paradigm.

This was a collaboration between the Social and Civic Policy Institute and the Institute of Policy Studies (IPS) at Victoria University of Wellington and was published as an Institute of Policy Studies Policy paper. It includes papers on philosophy of partnership, using partnership as a strategy for a caring society and inherent strengths and weaknesses; with an Irish case study; and a chapter on partnerships between business and the community. David Robinson (ed.) (1999). Wellington: Social and Civic Policy Institute. It is available from the Institute of Policy Studies, PO Box 600, Wellington.

This paper describes the research in partnerships that the Caledon Institute has conducted over the course of its Social Partnerships Project. Four major categories of partnerships are described: public education, social marketing, community investment and social change.

This is a 1998 collection of readings on partnerships by authors drawn from different sectors published by the Social Partnerships Project of the Caledon Institute of Social Policy in Toronto.

This report looks at themes, experiences and learning about interagency collaboration, based on the observations of people involved in 'healthy homes' initiatives in New Zealand.  Author Megan Courtney is a recognised expert in the field of interagency partnering and has many years of experience actively involved in brokering and sustaining relationships. She has produced this third partnering report that focuses on the partnering experience of multiple agencies working together to achieve healthy homes outcomes across New Zealand. Putting Partnering in Practice provides useful ideas for strengthening partnering practice. 2008

This document focuses specifically on the development of partnering agreements. Putting time and effort into getting both the agreement process and end product right is worth it. While the focus of this report is on interagency working between central and local government many of the principles will apply more widely. Much of this document is based experiences of interagency working within Waitakere City. It also builds on many of the key learnings from the Strengthening Communities through Local Partnerships. This report is in two parts. The first gives guidance to those entering into new multiparty relationships or about to “put pen to paper”. The second part of the report highlights some current challenges and opportunities related to developing and implementing partnering agreements in New Zealand. Many of the issues raised are not new and will need to be proactively addressed if the expected gains from partnering are to be realised. The first publication in the Putting Pen to Paper series produced by The Department of Internal Affairs, in co-operation with Waitakere City Council, 2006.

The second publication in the Putting Pen to Paper series, Putting Pen to Paper: Profiles is a collection of actual partnering agreements, and an in-depth look at the process of reaching them. The 11 case studies detail:

• the background and benefits of the partnering agreements
• how the agreements were developed and what helped or hindered the process
• what has happened since the agreements were signed
• advice for others embarking on collaboration.

The Rewa Rewa Agreement is an innovative 21st century solution to complex issues for Maori and local government arising from 19th century decisions. A formal partnership was established between the New Plymouth District Council and the Ngati Tawhirikura A Hapu Trust to manage the ‘Te Rewa Rewa Reserve’.  In 2008, the New Plymouth District Council was honored in the IPANZ Gen-I Public Sector Excellence Awards and awarded winner in the category for excellence in Crown-Maori Relationships sponsored by Te Puni Kokiri.  This June 2009 presentation was made by Anthony Wilson (General Manager Community Assets at New Plymouth District Council) and Grant Knuckey (Ngati Tawhirikura Trustee). It outlines the process that led to the agreement and the hapu point of view with regard to relationship building, and breaking down the barriers in order to achieve the aims and aspirations of both parties. New Zealand, 2009.

This site contains information on the Strengthening Communities through Local Partnerships Project, funded by the Foundation for Research Science and Technology and undertaken by the University of Auckland, Waitakere City Council and Christchurch City Council/Sustainable Cities Trust. The site also contains papers from an April 2002 Symposium on partnerships hosted by the University of Auckland.

This case study describes how the Department of Conservation worked with the Northern Buller community of Hector to protect the Hector's dolphin.

This case study of a small town hit by factory closures demonstrates how a government agency can support community decision-making and build social capital in disadvantaged communities. It is about a community trust in the small Northland town of Moerewa that was set up in response to the dramatic effects of a dairy factory closure and the downsizing of a meatworks.

This case study looks at the Ranui Action Project - an initiative that has brought a small Auckland community together with government agencies, health providers, volunteer groups and the local council to improve community health and wellbeing.

Citizenscape, a website operated by the Western Australia state government, provides information on citizenship-related organisations, activities, resources and projects. It covers issues relating to citizenship, governance, democracy and human rights advice, and techniques for organising and facilitating meetings, getting funded, working with the media and writing grant applications.

This Australian site includes useful community development resources.

Published four times a year, the Community Development Journal covers a wide range of topics including community action, local and regional planning, community studies and rural development. Available on interloan from the Department of Internal Affairs Library.

An Australian textbook on community development and practice, grounded in ecological, social and political theory. Ife, J (2002). French Forest NSW: Pearson Education Australia. Available on interloan from The Ministry of Social Development Information Centre.

Recognising the importance of involving communities in tackling crime and disorder, an East Midlands city has formed nine Community Safety Groups (CSGs) to engage local people with relevant service providers in order to identify and tackle issues in their local area. In April 2004, Government Office for the East Midlands commissioned a project in which three consultants worked with the CSGs for one year to enhance the level of community engagement within these groups and support them in identifying and tackling local problems.

"Helping people shape their cities, towns and villages in any part of the world." The content of this site is taken largely from the Community Planning Handbook published by Earthscan in 1990. The site was developed with funding from the UK Department for International Development.

For many issues, problem-solving capacity must be created and put in motion at the local or "community" level. This site is created by the Art and Science of Community Problem-Solving Project at Harvard University. It provides tools to help you be more strategic about who you work with, which problems you decide to tackle, and how you go about this.

This Australian textbook discusses principles, issues and dilemmas in community development work and provides case studies. Kenny, S (1999). South Melbourne: Nelson.

This provides discussion of theoretical knowledge on community development, with New Zealand examples. R. Munford and W. Walsh-Tapiata (2001). Palmerston North: Massey University. It is available on interloan from the Ministry of Social Development Information Centre.

The report analyses the community planning process used to resolve environmental issues in the town of Whangamata. It also provides guidelines on how to make the planning process work.