Creating a culture of community engagement

Today’s workshop Agenda Welcome / introductions Introducing Subiaco The Subi story Think2030 – engagement in action Questions? One officer to three person team Bringing the organisation on the engagement journey Our community engagement handbook Activity – your choice Success stories Challenges and hurdles

Introducing Subiaco Subiaco Population Institutions Area Transport Organisation Councillors Institutions Transport Local community Service satisfaction Inner western metropolitan Perth Total area of 7.1 square kilometres Sixth smallest local government area in Western Australia 3km from Perth CBD Subiaco Oval University of Western Australia Two public hospitals (and three public and private hospitals on its borders)

The Subi Story Background Change of CEO, change of culture Organisational context – leadership Strategic Management Plan prepared ‘traditionally’ in 2009 Community engagement framework – who? Legislative context – eastern states Council decision to undertake visioning February 2010 to establish a community plan The City of Subiaco had its first real introduction to community engagement in 2009, when the community provided feedback that it viewed the now-superseded Strategic Management Plan as not its own, but rather the Council’s and the City Executive’s plan. More community focussed in terms of involvement

Council resolution – February 2010 The Subi Story Council resolution – February 2010 That Council endorse: the adoption of a community engagement approach by the city the implementation of community visioning process for the development of a community plan Whole of organisation approach Council resolution re visioning and CE approach to work:   The City of Subiaco had its first real introduction to community engagement in 2009, when the community provided feedback that it viewed the now-superseded Strategic Management Plan as not its own, but rather the Council’s and the City Executive’s plan. That Council endorse the adoption of a community engagement approach by the city. That Council endorse the implementation of community visioning process for the development of a community plan. Recognising the opportunity to change and improve the way the City does business, the CEO advised that the organisation would adopt and implement a community engagement approach across the organisation, and undertake a ‘visioning process’ with the community to develop a true community plan (which would become the Strategic Community Plan). Visioning is a process by which the community imagines the future it wants and how to achieve it. This approach and process was formally endorsed by Council in February 2010.

The embodiment of community engagement The Subi story The embodiment of community engagement Director Community Development: project sponsor Project manager and coordinator were seconded from the community development team A year later, a project officer came on board Think2030 was a whole of organisation project Stage one began in July 2010 From the inside out – whole organisation involvement The visioning process was titled ‘Think2030’ and was to be a whole of organisation project, involving all the different branches of the City. The Community Development Director was given the role of project sponsor, while a Project Manager and Coordinator were seconded from the community development team. Collectively they assumed responsibility for running the project, the first stage of which began in July 2010.   It was agreed from the beginning that the visioning process was to embody the philosophy, principles and practices of community engagement in all aspects of the project. So, team creation done. Visioning the priority

Questions? The Subi Story With Think2030 as the catalyst for a significant cultural shift, community engagement has been at the heart of changing policy, processes and procedures at the City of Subiaco.   Think2030 gave the community the knowledge, and consequently the expectation, that they could have a say in decision-making that really made a difference. Feedback from Think2030 participants was that they enjoyed the activities, but also appreciated the educational aspects and knowledge shared around various issues affecting the city, such as the impact of Directions 2031, and the state government’s local government reform agenda. Furthermore, it opened up the ways in which they could have their say, giving many in the community, who were previously eclipsed by the so-called ‘vocal minority’, their own influential and vitally important voice. Think2030 has been the driver and catalyst for a complete transformation in how the organisation engages with the community on specific projects and initiatives. The recent introduction of an engagement handbook and toolkit for staff, which replaced the outdated consultation policy, has benefitted from the legacy of Think2030, achieving high levels of acceptance and understanding from staff.

From an officer to a three person team Cementing our position New team created Based in the Office of the CEO, alongside the communications team Working closely with the CEO and executive leadership team, ultimately executive position Key value and underlying belief of engagement being a way to do business, an approach to how we work

Bringing the organisation on the engagement journey Step by step What now? Think2030 is over.... Staff focussed, not just community CEO briefings Changing the way some decisions were made, eg values project

The engagement handbook The recent introduction of an engagement handbook and toolkit for staff, which replaced the outdated consultation policy, has benefitted from the legacy of Think2030, achieving high levels of acceptance and understanding from staff.

The engagement handbook Training – the ‘why’ of community engagement Why are we here? Why do it? Do I need to do it? Is there a decision to be made? Ask the community? Are you mad?? Why it works? Benefits for the organisation Benefits for the community

The engagement handbook Training – the ‘how’ of community engagement How to prepare for engagement How to plan for engagement How to design and do engagement How to evaluate engagement

Having a champion “Mr Tindale, who has been Subiaco chief executive since 2008, said he hoped his legacy was strengthening community engagement” Western Suburbs Weekly, 7 January 2014

Get together and discuss Workshop Get together and discuss Challenges in your organisation Similarities Identifying gaps

Success stories Success stories Think2030 stage three Playground installations Pocket parks Activity Centre Structure Plan

Challenges and hurdles Roundabout Bunnings redevelopment Structural reform Car park number 12

Questions Questions ?