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The Office of the Cabinet’s publication (1993) Consultation: A Resource Document, defines public
consultation as an open and accountable process whereby individuals and groups have a formal
opportunity to influence the outcomes of a decision making process. The consultation process should
remain open to all members of the public.
Public consultation varies in both form and content. It is influenced by the type of project being
undertaken and its significance to the community. Consultation should be viewed as a tool,
complementing existing management and decision-making practices. The application of this
consultation tool is relative to the project type and may be required at different stages throughout the
project.
At one end of the consultation spectrum are advisory processes, that involve one-way information
exercises, while at the other the approach may involve a whole-of- Government approach. Therefore
it is important for an appropriate consultation plan to be formulated in the project initiation stage of a
building project.
Objectives
There are two key objectives for public consultation:
The consultation process is ethical: those whose livelihoods and environments are affected by a
decision should be involved in the decision-making process and the development of strategies
concerning the project outcome.
The consultation process is pragmatic: Success of projects and policies often depends on
people’s willingness to be involved in the process.
A consultation program may result in innovative solutions and new approaches that had not been
previously considered. Consultation can provide important ‘local’ knowledge that may not have
been evident from technical studies.
Wider availability of information
The community has a right to know what is occurring in their city, neighbourhood or local area. A
sound consultation program can assist in the availability and dissemination of information which,
in turn can lead to increased community acceptance and ownership of a project.
Enabling greater involvement in, and responsibility for decisions on the part of the public
The project team may develop a rapport with the community which can result in decisions being
made that benefit the community.
Risks
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Timing
Public participation and consultation needs to take place at appropriate stages throughout a
project to ensure maximum benefit.
A distraction from the impetus of the project
The consultation program needs to allow for a wholistic approach while also considering minor
project details. The consultation needs to be well planned and implemented so that it enhances,
rather than detracts from the project.
Inadequate resources and inadequate funds inhibit the consultation process
Consultation should be driven by a motivated team that recognises the value of community input.
Adequate materials and funds need to be set aside to ensure that the consultation is well
targeted and comprehensive.
Interest groups
A particularly strong or powerful interest group has the potential to dominate a consultation
process. Such groups can provide substantial knowledge, but when identifying stakeholders,
smaller, less active groups should also be noted. Adequate time needs to be set aside for
community input, so that it is not a hindrance to project development.
Non-participants will always form the bulk of the population
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Analysis of Project
Project evaluations of major capital projects are required under the Public Finance Standard for Asset
Management (Financial Administration and Audit Act 1977) and form part of the procedures
associated with an agency’s capital work’s program.
In a formal context, project evaluation is a methodology for assessing the economic, social,
environmental and financial impact of proposed capital projects.
A quantitative summation of the project’s significance and likely impacts is often difficult to establish,
but a qualitative assessment is possible, based on three main categories:
the project;
the stakeholders; and
The Project
The project requires consideration of its scale and scope and its significance to the community. Each
project, on a case by case basis, will affect the community to a differing extent.
At the project initiation stage, project time-frames and budget allocations need to reflect consultation
requirements. A consultation program can be a costly exercise depending on the type of method
employed. A small budget may allow for minor consultation only to occur. Though, some consultation
methods are more cost effective and appropriate than others.
The costs of consultation are affected by:
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number and location of meetings;
The purpose of the consultation and the reasons for involving the community require clarification from
initial stages of the project. Objectives should be clearly articulated and should provide specific
direction to those involved in the process.
The Stakeholders
There is a need to define who will be affected by the project and who may take an interest in the
project. This is achieved by identifying stakeholders by utilising:
inter-departmental groups;
advisory committees;
organisations and networks of relationships between the agency and the community; and
In the first instance, it may be appropriate to liaise with relevant local government authorities and
regional councils to substantiate a basis for further processes or undertakings. A coordinated
response can:
State agencies;
local government;
environmental groups;
absentee landholders;
professional groups;
business representatives;
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human service organisations;
The participants may be required to attend forums, lectures and presentations, provide local
knowledge, respond to project ideas, participate in brainstorming sessions and workshops, respond to
surveys and fill in questionnaires. Some of these activities are time consuming for the community and
require a commitment from the beginning of the consultation phase.
Once the stakeholders for a project have been identified, they should be recorded on a register so
that if additional consultation is required in the area, there is already a starting point for future
projects. A register could include, but is not limited to, a list of groups, their main areas of interest, and
contact telephone numbers.
the dominance of strong community and residential action groups and special interest groups in
the immediate area; and
the overall stability of the political climate at the time of the project.
These legislative requirements and processes should be identified and recorded for future reference.
If compliance is mandatory, additional consultation procedures may need to be incorporated and
designed around the time frames set out in the legislation. For example, when legislation such as the
IPA outlines consultation as part of a required project notification phase, additional consultation may
be employed to supplement the legislative requirements.
Type of Consultation
Phase three of the process considers the best form of consultation that can be used for a particular
project. Timeframes and budgetary constraints will dictate to some degree, the form of consultation
selected.
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Consultation Form Likely Outcome Time Frame Cost
public meetings;
conferences;
opinion polls;
submissions;
news releases;
brochures; and
questionnaire surveys.
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This final step in the process determines whether the initial objectives of the consultation have been
fulfilled. An assessment of the overall process is required to measure its degree of success and to
measure and address the shortcomings of the consultation.
The outcomes of the consultation program need to be distributed to the participants and the
community. A response and summary of outcomes is required as soon as possible after completion of
the consultation. Without a prompt follow up, community cynicism may erode the benefits of the
consultation activities and outcomes.
Methods of informing the public of the outcomes of the consultation program include:
follow up public meetings;
displays in public places such as libraries, Council Chambers, shopping mall; and
Appendix A
Types of Consultation
Information Centres "Places where people can call in to see displays, get
information and ask questions on a particular project,
program or service."
Site Office A temporary, staffed office where the community has both
access and the opportunity to talk to qualified officers.
Public meetings "There are two forms of public meetings: meetings where an
invitation to attend is extended to all members of the
public; and meetings restricted to members of identified
interest groups and professional bodies".
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Focus Groups Small discussion groups that provide insight into the extent
of and intensity of opinions and the extent of resistance to
change.
Advisory Committees Committees vary in size but usually involve no more than
eight to 12 people; they may be appointed or elected at a
public meeting to provide on going advice and to monitor
community views on a specialist topic.
Reference Material
All Queensland Government Legislation
Building Division
Glossary of terms
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State Development and Public Works Organisation Act
Case Study
Construction of a Joint Emergency Services Head Office Facility at
Kedron Park:
As a Queensland Government initiative, the Emergency Services move to Kedron Park required some
degree of consultation and serves as a valuable case study to highlight components of a consultation
plan.
The Emergency Services move to Kedron Park is examined in line with the Four Phase Consultation
Methodology used in this guideline, thus identifying elements of consultation and areas where
additional consultation may have proven beneficial.
surrounding businesses.
Environment:
The project benefits the community in terms of local economy benefits, increased public transport
patronage, improvements to the visual amenity of the area and utilisation of existing facilities.
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The erection of large project signs on the site boundaries informing the general public of the
development;
Press releases in the local newspaper on the commencement of construction and completion of
the project; and
A model of the complex was located in the Lutwyche shopping centre with a summation of the
project.
In accordance with this guideline, additional consultation may include:
periodic media releases in local newspapers;
erecting a sign on the project site that explained the purpose of the construction work and the
expected completion date; and
making information available at local shopping centres.
In line with this guideline, the aim of the consultation was to primarily inform the stakeholders.
Disseminating
relevant
information.
The elaboration of Phase Three: Type of Consultation, may have proved beneficial to this project. By
referring to Appendix A additional forms of Consultation may be identified and employed at
appropriate times throughout the project.
This insight into the construction of a joint Emergency Services head office facility at Kedron Park
highlights the value of a consultation plan to notify and inform the local community of major
government construction work.
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