Why Develop a Community Plan?

The new Local Government Act, requires local governments to develop a community plan. This legislative requirement is clearly a mandate but the key justification for a community plan is as follows:

Benefits

Community Improvement

The key benefit is to have a consistent vision and strategies to help maintain and enhance the vitality, sustainability and liveability of communities. The result of a community planning process is communities that better maintain their identity, develop their economy, and improve their assets and lifestyle. It is having communities that enhance what residents’ value.

The future of a community or Council area results from the cumulative decisions and actions of Council and many other stakeholders. With a community plan, these decisions can fully reflect what residents’ value or desire. Individual decisions and actions can be guided by an overall vision and direction, a preferred future and set of strategies.

A Greater Opportunity to Attract Resources

Councils often apply for funds for community priorities, largely to State and Federal governments. Community and non-profit organisations also frequently apply for resources to funding bodies. These applications are made with an argument for funding that is often “stand-alone”. However, if Council and others can say that their application is part of an overall integrated community plan, and can demonstrate the priorities are based on comprehensive community engagement, it increases the chances of a successful funding application. There is an old saying in community planning – “the person with the plan prospers”.

Fostering Councilís Relationships with the Community

Community planning can strengthen the relationship between Councils and community members, in particular with “new communities” post amalgamation. Many residents are not aware of the breadth of Council services or the direction and priorities of Councils. By genuinely engaging people in planning the future of their community there is the opportunity to build clearer understanding and stronger relationships. It will not necessarily re-engage people who are cynical and disengaged, but the process does build democratic credibility. Community planning can also make Council’s more responsive and transparent, building community trust.

Better Decision-Making and Investment

Councillors make decisions based on their understanding of the views of constituents. They gauge community issues through a range of ways of communicating with residents. This process can be improved by also having a community plan where there is comprehensive community engagement and agreed strategies and actions across community sectors. This can guide Councillors in their decision-making and in making investments on behalf of the community.

Community planning can also create stronger collaboration within Councils. If Councillors collectively hear the views of residents and understand strategies in the community plan they have a better joint approach to issues and Council deliberation can be more collegiate.

When decisions are based on a documented plan the decisions of Council are more defendable. They can be justified more clearly when based on community input during the planning process, and alignment with state and regional plans.

Informing a Range of Processes

A community plan can inform a wide range of other decisions and approaches. The wide range of issues raised and the community priorities identified in the planning process can inform and add value to other Council plans and projects.

The linkages between a community plan and other plans contributes to an integrated approach to planning. However, if not managed well, it can be considered to be ìyet another planî rather than playing an integrating role.

Fostering Council’s Capacity

The process of community planning strengthens the capacity of Council staff and Councillors and can build Councils into more coordinated and capable organisations. Staff involved in the process can develop skills in community engagement, conflict management, prioritisation, leadership, evaluation and organising action. It also can strengthen links between departments within Council provided that internal engagement is managed well. It is important that Council staff are involved closely in the planning process. External consultants, if used, can strategically add value to the process and provide advice and support.

Developing Community Capacity

Community planning can also build skills, confidence, and motivation of community members and community organisations. Residents are involved in identifying strategies and often developing local solutions and actions. People often build relationships, work collaboratively and develop new skills and involvement.

Mobilise Community Members and Other Stakeholders

If people are genuinely engaged, they can be quite motivated to address issues that are important to them and their community. Community plans have prompted residents to form working groups and progress action. A plan can also mobilise a range of agencies, service providers and Council itself. It can bring together a range of stakeholders on a particular strategy or issue and begin new partnerships.

Being Proactive and less Reactive

While there will always be a need for Councils to respond quickly when necessary, it is easy in local government, and in communities, to become driven by urgent issues – to have an increasing proportion of work spent responding to issues as they arise. A community plan allows priorities to be identified and maintained as the focus for effort and investment.

Tailors Services to Communities

Community planning can identify not only an overall community vision, but also specific priorities and values in different communities or sectors. This can help tailor-make services and investment to better meet the needs of different sectors such as rural vs urban localities or small, geographically isolated communities

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Risks

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Community planning includes risks. These need to be actively managed and actions may be needed to mitigate these risks. Key risks are as follows.

Community Expectations

Implementing the strategies and actions in a community plan often involve considerable negotiation and the accumulation of resources, often over years. Not all actions will be able to be achieved and involving residents in identifying issues and actions can easily create expectations that actions will be achieved quickly and that Council is responsible for the implementation of all actions. This mistaken expectation can create frustration and expose Councillors politically.

Mitigation:

• Explain the process of community planning consistently throughout community engagement including the responsibilities of Council, other stakeholders and the process for implementation,
• Inform and involve key community members in developing the plan and overseeing its implementation,
• Publicise the annual action plan widely in the community,
• Word actions in the plan accurately to not convey that a proposal will definitely occur. For example, instead of “establish a public transport service”, a more accurate wording may be “investigate the feasibility of a public transport service, and progress if feasible”.
• Explain why some actions cannot be undertaken quickly or at all during the engagement process.

Developing a “Wish List”

There is a risk that community members will identify “wishes” such as major infrastructure projects, new sports stadiums etc. It is important that residents are aspirational and do not unnecessarily constrain their view of the future. However, simply listing wishes is not appropriate planning. Community members need to be mindful of how actions could be achieved, the implications such as the cost and other competing community needs and they should take some responsibility towards contributing to actions. The engagement process with the community plan also allows community members to see what other priorities and needs exist in the community and this can reduce a “silo” view of projects/needs.

Mitigation:

• Specifically explain during engagement that a wish list is not the intention,
• Write the plan using accurate wording that reflects how actions will be pursued without the perceived guarantee that they will be funded,
• Emphasise the joint responsibility of many stakeholders in achieving actions including the community itself,
• Explain the need to negotiate and advocate to other stakeholders and funders,
• Consider involving community representation in reviewing the implementation of the plan,
• Publicise an annual action plan widely in the community.

External Responsibilities

Actions in the community planning can be the responsibility of stakeholders such as state government or the private sector. Yet, Council is conducting the community plan and is its “face” in the community. While Council can advocate and negotiate with say, state agencies, those agencies may not have the funds or have priorities that match with those identified in the community plan. This can expose Council in the community where people perceive that the Council is responsible for the delivery of all actions in the plan. Developing good relationships with key stakeholders regionally can make this process less risky and increase the likelihood of partnership activities.

Mitigation:

• Explain external responsibilities and the advocacy role of Council during community engagement,
• Clearly indicate what is considered the responsible agencies and stakeholders in the plan,
• Develop relationships and engage with other stakeholders early in and throughout the planning process and follow up with them as the plan is finalised and implemented,
• Identify responsible bodies in an annual action plan.

Lack of Follow Through

Poor follow through is common and can greatly reduce the effectiveness of plans and community confidence in Council. There is a risk that there is focus on the production of the plan document with less emphasis on committing resources to action. A community plan is not really the document; it is actually the actions that are rolled out over several years. It should not be a document that is “ticked off” and sits on a shelf.

Mitigation:

• It is crucial that some smaller actions are implemented within six months of the production of the plan document,
• Establish arrangements and structures for implementation well in advance of the production of the plan document,
• Maintain communication with Councillors through appropriate channels to update them on the community plan,
• Develop an achievable annual action plan.

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Engagement Risks

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Representation

The aim of engagement in community planning is to have input from a wide cross section of residents so that comments are as representative of the community as possible. However, It is difficult for engagement processes to achieve widely representative involvement. There is a compromise between contacting as many people as possible, the resources and time available and the risk of over-engagement. Methods, such as surveying, which aim to get a representative sample often have low return rates. Public meetings are often not attended by a representative sample of the community.

Mitigation:

• A judgement needs to be made about representation and the level of input that is practical and achievable.
• Use existing social networks, key informed people and appropriate methods for engagement.
• Provide multiple opportunities for people to have input,
• Ensure that feedback is provided and people have an opportunity to be involved in implementation of action.

Over-Engagement

A major engagement risk is that inappropriate engagement can contribute to “consultation fatigue”. Many people feel over-engaged and cynical about tangible results for engagement processes. This is a major cause of poor participation. There is a risk that engagement in community planning may occur close to engagement over say, regional planning or the planning scheme.

Mitigation:

• Focus on discussing people’s local community or sector. They are often interested in this and not in the overall Council area or broad issues,
• Be aware of other engagement processes and coordinate with them,
• Incorporate the results of previous engagement into the community plan,
• Involve key community members in advising how best to engage different communities or sectors,
• Use existing social networks and arrange to “piggyback” on existing community meetings rather than having additional events,
• Provide feedback to all participants and inform the community about progress with action.

Poor Input

There is risk of poor input during engagement. Some people have poor past experiences of engagement, have negative attitudes about Council, or are cynical or angry about community issues. This should be respected, but it can lead to anger and misinformation at engagement events. While understanding residents’ attitudes and opinions is critical to the engagement process, a level of maturity, responsibility and informed debate is also needed for effective input into a community plan. Good community engagement processes allow a broad cross section of the community to be involved, reducing the power of dominant individuals or vocal groups.

Mitigation:

• Facilitate public engagement events so that everyone has an opportunity for input,
• Listen actively to residents concerns and acknowledge past experiences and concerns,
• Focus discussion on the future, not the past,
• Use appropriate engagement methods – not a public meeting if there is controversy or outrage,
• Being polite and respectful at all times
• Arrange for follow up on issues from an appropriate person in Council or from other relevant agencies.