Recommendation 2

Project timeframes are factored in to engagement process

·      Early engagement as policy for community consultation to enable the community to have enough time to make considered decisions/opinions

·      Timeframe for consultation must be flexible and reflect nature of project

·      Quality community engagement rather than rushing

·      Considerations must be made for emergencies eg environmental catastrophe, disasters

Project timeframes will factor in engagement processes

We agree that planning for projects should factor in the time needed for the required level of community engagement. This occurs already for many projects but it is an area that can be improved and made consistent across the organisation.  It is also recognised that external factors influence engagement timeframes or they can be altered by Council decision.

For projects at the Involve, Collaborate and Empower levels of the IAP2 spectrum, Community engagement will occur prior to project commencement even if that means some things might take a little longer to deliver.

This recommendation gives Council ‘permission’ to take longer to deliver some projects in return for increased engagement.

Recommendation 3

Council to implement location specific consultation when project/issue impacts on specific area local residents and stakeholders have consultation priority over other groups and more weight in final decision

·      Efforts should be made by Council to engage on a village model where appropriate

·      EG monthly village meeting in the halls initially facilitated by BSC with community lead chair to discuss planning issues coming up in the village and larger area as well a communal meal. There will be a focus to educate and politicise the local community and to provide an opportunity for empowerment and individual input into council planning decisions.

We will engage with directly affected communities and include randomly-selected citizens on panels and groups

Council does location specific consultation for projects that affect particular areas but agree that this is an area where Council could do more, subject to funding, time and resources.

The weight that can be assigned to input is sometimes affected by legislation. For the decisions made by staff under delegation, where legally possible, staff already do consider the connection of the person making the submission to the area or the project and will continue to do so consistent with the recommendation.

A concept being explored is a ‘citizens lottery’ where Council will establish a pool of citizens to be randomly selected to participate in groups and engagement activities. There are a number of considerations being explored to make this the most effective model in terms of recruitment, timeframes for engagement (eg 2hour focus group vs 3 month panel), and platforms (e.g. online / face to face).

Recommendation 21

A commitment to engage across Shire demographics

Council should engage marginalised groups like the youth, elderly, homeless, unemployed, people with disabilities, mental health issues and people without access to information or skills to access information.

We will engage with directly affected communities and include randomly-selected citizens on panels and groups

Supported. Some examples of targeted engagement for particular demographics are the work Council does with its Access Consultative Working Group, with primary and high schools and through the Mullumbimby Neighbourhood Centre to reach vulnerable members of the community.

A concept being explored is a ‘citizens lottery’ where Council will establish a pool of citizens to be randomly selected to participate in groups and engagement activities. There are a number of considerations being explored to make this the most effective model in terms of recruitment, timeframes for engagement (eg 2hour focus group vs 3 month panel),, and platforms (e.g. online / face to face).

Recommendation 17

Timeliness in engagement and closing the loop 

Allows gathering of feedback before decision making process begins, during the process/ending with post project review to improve transparency and trust. 

We will provide feedback to participants and the wider community about what they told us and how we are going to use this information

Where specific engagement activities are undertaken, clearer feedback and outcomes should be provided to the participants (unless they opt out) and wider community.

The aim of the feedback is to demonstrate where and how community input has fed into the decision, and highlight if other factors were involved – eg ‘we took longer because of xyz reason’

Some examples of Community Engagement Outcomes reports Council has done include the Byron Bay Towncentre Masterplan, Special Rate Variation Application, Community Strategic Plan, Byron Recreation Grounds Plan of Management and Operational Plan and Budget 2019/20. Those reports consolidated all feedback and information at the end of the consultation process and many were sent to the participants thanking them for their time and effort and providing them with the outcomes.

Recommendation 20

Council to integrate select Marketing initiatives into its business processes to improve:

1.    the style of information shared,

2.   the distribution of information,

3.   the access and understanding of this information.

Councils ‘reputation’, ‘level of community engagement’ and ‘level of community understanding’ will benefit greatly from applying council resources (by way of marketing sub-contractors or employees) to:

1.        the style of information it shares…

-       Simplified language and tone across all of council’s public facing content, and across all distribution channels.

-       Consider sending ‘segment specific communications’ (e.g. tourism operators) to improve engagement by special interest.

-       Audit and simplify consumer path to information across all channels.

-       Brand continuity across all marketing/communication efforts.

2.       the distribution, access and understanding of information….

Improved frequency and use of a variety of communication channels to broadcast key messaging… including Website, Social Media, Radio, Emails, Print, Post and Digital advertising.  

We will engage a marketing specialist to develop a branding and marketing strategy

A branding strategy will provide a framework for future use that guides the style and format of information produced by all Council officers to provide brand consistence. The specialist can identify priority areas that Council can target to improve their brand image and explore communication opportunities across the Council.

The emphasis will be on ‘keeping it simple’ with limited jargon.

Recommendation 4

Council to be obliged to engage community on a project or concern raised by three progressive thresholds of x # of Shire residents that will lead to different levels of engagement.

Public initiation of projects, innovation or existing issues of high interest or high impact on community

·      Benchmarks can be established in council for high public interest.

·      That the council discuss with the broader community the possibility of providing that service.

Thresholds, methods and outcomes are to be developed by in further consultation with the Byron Model Panel.

We will review our petition guidelines to reflect the following requirements:

<100 signatures registered on the electoral roll –  tabled at Council

100<1000 signatures registered on the electoral roll –  report to Council

>1000 signatures registered on the electoral roll –  community engagement if:

- there has been no recent previous community engagement;

- community engagement could lead to a different action/decision (ie it is related to matters that Council can influence / lobby)

Council has an existing process that enables all petitions to be considered by Council.

This recommendation allows Council to establish tiers for how Council will deal with these types of matters. Realistic tiers will allow the community to petition Council on matters of significant community interest.

The recent response to community interest in the 5G matter is an example of how Council has taken this approach.

Recommendation 10

Council should have measures in place to evaluate organisational performance

Process of independent auditing to be communicated to public.

·      Unbiased

·      Provide accountability

·      Project evaluations 

We continually improve our processes to provide more regular and timely updates on our projects and activities

Council does have measures in place to evaluate organisational performance including the Operational Plan, Financial Reporting, Customer Service Standards and Performance Reporting. Staff acknowledge that they could be simplified and more can be done to promote and communicate them in simple but meaningful ways.

An example is Operational Plan reporting is provided online for the community’s information each quarter. More communication about the operational plan, how it works, and what the reporting means. This could include publishing on www.yoursaybyronshire.com.au and in a simple timeline format. We agree that the process of independent auditing can be documented and communicated to the public and Audit plan topics can be published to highlight independent auditing underway.

Additionally Council’s audit plan (and topics) could be published.

Recommendation 13

Every project should end with a formal Project Implementation Review to build trust

·      To prevent similar mistakes or errors of judgement happening over again

·      Increased transparency leads to increased trust

·      Decrease costs - human resource and other (eg community time, consumables)

·      Will set precedents leading to increased critical analysis skills and generation of innovative concepts & ideas

·      Note that this recommendation is designed to improve project efficiency overall and not engagement specifically

We will improve our processes to provide more regular and timely updates on our projects and activities

Support doing this for significant projects and projects that involve high levels of community engagement and involvement. However, cannot recommend broadening this to all projects as that would have resource and cost impacts for Council and result in less works/projects for community.

Operational Plan reporting is provided online for the community’s information each quarter. More communication about the operational plan, how it works, and what the reporting means. This could include publishing on yoursay and in a simple timeline format.

A report card format is being investigated – ie on time, on budget…

Recommendation 18

Council to implement and publish project trackability

Implementing the use of a broad range of mediums to primarily improve engagement and trust.

Improved online platform/app to be backed up with other mediums like letters, rates notices and hard copy information.

Trackability means the Council are prepared to update information as processes continue.

Based on the existing model in BSC’s YourSay portal. Include project milestones and opportunities for community engagement (with emphasis on level of engagement).

We will improve our processes to provide more regular and timely updates on our projects and activities

As noted, significant projects on www.yoursaybyronshire.com.au  have tracking. Staff can investigate options to publish project tracking for other projects.

Operational Plan reporting is provided online for the community’s information each quarter. More communication about the operational plan, how it works, and what the reporting means. This could include publishing on www.yoursaybyronshire.com.au and in a simple timeline format.

Council will look at opportunities for presenting information in a dashboard style so that members of the community can have clearer oversight and can find the information they are seeking easily.

Recommendation 12

Include trustworthiness in Council’s values

Published commitment to trustworthiness

Council publishes a commitment to demonstrate trustworthiness in dealings with community. Commitment is made available in public spaces, online and in print. 

This could be implemented in the marketing strategy. 

We will publish a commitment to trustworthiness and ensure it is communicated to our Councillors, our staff, and our community.

Management support Council including this commitment in the Community Strategic Plan, Delivery Program and Operational Plans developed in 2020/21 following the election of a new Council. Noting that trustworthiness is already reflected in our Community Strategic Plan objectives “we have community led decision making which is open and inclusive”.

In addition, 1 of the 4 Council staff values is the commitment to being ‘open, honest and respectful’ which are the foundations for trustworthiness.

Council is committed to trustworthiness and we value the input from the Byron Model Panel. Delivering on other recommendations  from the Panel  will build on trust. 

Recommendation 14

Mayor and GM ‘meeting diary’ published online, after the fact.

After the fact, list of Mayoral and GM meetings for transparency. This would be located on the website.

We will provide a monthly update on our website to let the community know what representations we have been making on their behalf

We understood that this recommendation was about communicating what and who Council is lobbying on behalf of the community.

A suggested model is similar to the requirements for Ministers’ Diary Disclosures whereby meeting applicants must state complete a form outlining the meeting participants and purpose of the meeting, which is then published online (for examples: www.dpc.nsw.gov.au/publications/ministers-diary-disclosures/)

Council will develop a similar process to provide transparency about meetings held with external parties and the purpose of those meetings.

Recommendation 22

Use of Plain Language

Byron Shire Council should improve its communication by using the principles of plain language across all methods of communication with the community, and internally, to ensure accessibility, including:

•          Knowing and writing for the intended audience

•          Using an active voice

•          Simple and clear formats

•          Clarity in the message

•          Using key messages

•          Using diagrams and images where relevant

This is an area where Byron Shire Council should undertake training.

We will use plain language in our communications, publications, and information to improve accessibility for all members of our community

Council’s Communication Strategy already commits to using plain language but staff acknowledge that this is an area where improvement is needed. We support use of plain language in communications, publications and information.

Staff are doing writing training and this continues to be an area for improvement.

This recommendation links with the marketing strategy (recommendation 20)

Recommendation 23

Social events to build cohesion and connection in communities

Council and community come together to build cohesive and positive relationships in a social setting. 

This reinforces connection, acceptance and positivity. 

These events are an opportunity to raise awareness and engage the community on upcoming projects.

We will continue to explore opportunities to host community engagement events

There may be opportunities for social events which will be explored. More would come at a cost to Council. Free or low cost opportunities for social events can be explored.

Recommendation 1

Incentives for community participation

·      Improve current levels of community participation in engagement/decision making processes

·      Enhance community participation rates and increase diversity of respondents with the aim of reflecting the Byron Shire demographic

·      Intrinsic examples - personalised ‘thank you’ email, follow up communication regarding outcomes of consultation, publishing of names of consultation participants

·      Extrinsic examples 

o  Participation in surveys - tip voucher, go into draw for a voucher

o  Attendance at consultation meeting - catering, door prize

We will commit to continuing to provide incentives for community participation as deemed appropriate

Council funds incentives (rewards with monetary value) for community participation where it is considered appropriate and Council can afford it. Some examples have been provided by the Panel.

We agree we can do more to improve intrinsic incentives (rewards that are personal such as feelings of appreciation and sense of satisfaction) for community consultation for example by following up consultation with appreciation, acknowledgement and feedback.

Recommendation 5

We retain the Community Roundtable as is (residents’ groups) Council to merge the current ‘Business roundtable’ and ‘Community services roundtable’ into a single forum. 

Council to conduct a ‘combined’ roundtable at least once per year – inviting participants from both the ‘Residents roundtable’ and the ‘Business and Community Services roundtable’.

That a 'Code of Conduct’ be implemented for all roundtables.

We would like to see a new ‘Community Services roundtable’.

The aim is to aggregate the collective wisdoms and aspirations of members of each silo to participate in scheduled brainstorming forums. The exact way that these emerge can be determined by Council in collaboration with the different roundtables.

At a maximum, there are to be 9 meetings a year (to ensure Council/Councillors attendance). 4 x Community Roundtables, 4 x Community Services and Business Roundtables, 1 x Combined Roundtable.

Prepare a ‘Code of Conduct’ for all council roundtables to improve meeting participation and productivity. It’s perceived that the ‘Community Roundtable’ is currently working well, the others aren’t - due to the ‘amount’ and ‘quality’ of participants… as well as how the agenda is set and meeting moderated. The code of conduct helps build respect within the groups.

 The ‘Code of Conduct’ should cover:

-     How the code itself is communicated and agreed to by all attendees in advance of meetings.

-     How each meeting agenda is formed (i.e. its structure) and how it’s communicated in advance.

-     How a meeting is to be facilitated, focusing only on educating and informing participants on the agendas topics in order to facilitate solutions-based dialogue, and when to interject and steer the conversation to a solution for the agenda item.

-     How to target meeting participants in a democratic, unbiased manner.

We will develop an effective ‘roundtable’ model and ensure there are opportunities for collaboration between groups.

Management support keeping the Community Roundtable but in its current form.

We can look at opportunities for collaboration between groups and will hold at a least 1 ‘combined roundtable’ each year. For example, that could involve a launch of Council’s Operational Plan and Budget to the combined group.

Recommendation 6

Replicate the Brunswick Heads Chamber Meeting with GM with the other Chambers where they have a regular meeting.

Format is that each of the Chambers have a regular meeting with the GM (noting requirement for Mayor or Councillor).

This should be replicated across the Chambers (dependent on each Chamber agreeing that this is a useful process).

Stakeholder groups, such as Chambers, will have opportunities to meet with Council representatives when required

The General Manager, Mayor and Councillors already meet with stakeholder groups such as the Business Chambers where that is an efficient and productive use of everyone’s time.

Council will communicate this to stakeholders to increase their awareness about how they can engage with Council on matters of interest to them.

Where Council has particular engagement programs and projects that require this type of involvement, stakeholders are invited to participate.

Note there are no meeting arrangements in place with the Brunswick Heads Chamber that are different to any other chamber.

Recommendation 7

Stakeholder involvement in the pre-budget process.

Format is that Council forms and invited stakeholder group that takes specific line items and helps specifically target further stakeholder engagement.

Small stakeholders meeting looks at pre-budgetary meetings, then that goes to staff and they create proposals that go to community conversations that contribute to the discretionary spending.

The stakeholders to be invited are both business and non-for-profit organisations, but the aim should be a ‘small’ conversation between council staff and stakeholders. 

Stakeholders commit to helping Council communicate the budgetary process.

It is important that this is seen as an iterative process.

We will engage stakeholders and the community earlier in the budget preparation process

This recommendation was trialled for the development of the 2019/20 Operational Plan and Budget.

This is an iterative process, leading to the whole of community involvement in Integrated Planning and Reporting, to better manage requests from the community for service delivery and projects throughout the year. Clear communication of the budget and planning process will help facilitate community understanding of when and how to request projects and activities from Council. It is noted that this should occur earlier in the process around January.

Recommendation 8

Engage a local consultant where practical or appropriate but, if a Consultant from outside the Byron Shire is engaged by Council they must have access to a selection of knowledgeable locals to ensure the Byron Shire culture is maintained and preferably enhanced.

The community has many useful resources for advice that should be preferred over external sources. Local knowledge is undervalued.

We will ensure that anyone working with or on behalf of Council will have access to the relevant information and resources to ensure that the Byron Shire culture is considered and retained

Council plans on running a forum with suppliers in the future to explain the tendering and contract process to develop local suppliers’ knowledge of Council processes and increase their chances of providing competitive tenders.

Further, Council can retain a database of local suppliers and provide ongoing communiqué about upcoming contracts and tenders.

Recommendation 9

Development and Review of Council’s policies that relate to vulnerable groups and actively collaborate with necessary stakeholders throughout the process.

Youth and other stakeholder involvement provides the valuable insight of a demographic that is often hard to reach.

Making engagement and policy meaningful and useful to vulnerable groups. 

We will review Council policies and engage with stakeholders and community members to ensure the policy direction is in line with community expectations

Policies are critical in Council’s decision making hierarchy. Council regularly review policies based on legislation and changing policy direction, including those changes driven by community input. Council will continue to work with citizens and stakeholders to guide policy direction.  Vulnerable groups will be engaged to provide input on policies that affect them.

Recommendation 11

Transparency on wins and losses

Communication by publishing in media the wins and losses

·      To have the information online so people could access each individual project and the results 

·      Quarterly radio show - engagement 

We will let you know when things don’t go to plan and why

Council is transparent in its reports to Council on project evaluations (ie Bayshore Drive public art and Sunrise roundabout).  There is an opportunity to include these sentiments in communications - a recent example of this is when Council acknowledged landscaping maintenance work on the roundabout was conducted at an inconvenient time.

Recommendation 15

Clear communication of what is a State-level or Local Government decision

·      Explanation of the decision, who owns it and what agencies are responsible.

·      Unique identifier / watermark on each DA or project

·      Clear communication using current methods

We will be clear in what decisions Council can make and which ones are State-based

Council will continue to be clear about its areas of responsibility.  It becomes tricky where there are multiple number of stakeholders and other government agencies involved.

We recognised that a simple sign and/or symbol could be developed to indicate who is responsible where possible, eg “XYZ project, funded by Byron Shire Council”

Recommendation 16

Build an app / online platform for engagement and deliberation and incentive people to use it

·      Wider cross section of the community to be reached

·      Notifications on current issues you are interested in

·      Access to contact certain people

·      Modern way to communicate with people

·      Local business incentives - cross promotion, advertising 

We will use our existing engagement platform  www.yoursaybyronshire.com.au and explore better online engagement tools.

www.yoursaybyronshire.com.au will be promoted as the place to have your say online about projects and activities that Council is planning and / or undertaking.

There may be opportunities to facilitate content into an app.

Recommendation 19

The website should be redesigned for ease of access and readability to the wide audience who use it

This recommendation relates to the use of good clear communication, plain language and marketing as highlighted in other recommendations and include things like search engine improvement and foregrounding the more important information, the use of more tiles, a consistent view across devices etc.

E.g.

•          Tweed Shire Council Website https://www.tweed.nsw.gov.au/ 

•          The TSC website has many more links on the home page to more detailed information.

•          They have more links in the header and footer so that information is more readily available without multiple clicks.

We will continue to make improvements to the website to ensure information is easily accessible by the community

Council’s website is updated regularly and improving search functionality and content is a priority for example, Council recently introduced a read speaker to improve accessibility.

ReadSpeaker, also known as webreader, has been incorporated into Council’s website. This software reads the website to people who may not be able to read the text and assists people who prefer not to read from small screens and do not have the opportunity to read.