Stakeholder and Community Engagement

Projects and decisions rarely fail because nobody announced them. They fail because the people affected felt they were told rather than asked, or asked when the decision had already been made. Good engagement starts early, is clear about what is open to influence, and reports back honestly.

That applies to an infrastructure project, a new facility, a service change, a policy review or a change in how an organisation works with its members. The audiences differ; the principles are the same.

We start by mapping who has an interest in the decision and how much influence they have over it: residents, businesses, community groups, members, staff, councils, government agencies, elected representatives and advocacy organisations. Each group needs a different conversation, at a different time, through a different channel.

The map becomes a plan: who you will engage, how, by when, and who in your organisation is responsible for each relationship.

Engagement ranges from simply informing people, through consulting them and involving them, to genuine collaboration. The IAP2 Spectrum of Public Participation is a widely used way of describing those levels, and it is a useful discipline: it forces you to be honest about what you are actually offering.

Promising collaboration and delivering a briefing session damages trust. Stating clearly that a decision has been made and explaining it may be less comfortable, but it is more credible.

Some engagement is required by law or policy. Victorian councils must have a community engagement policy under the Local Government Act 2020 (Vic). In New South Wales, planning authorities prepare community participation plans under the Environmental Planning and Assessment Act 1979 (NSW). In the ACT, the Planning Act 2023 (ACT) sets out consultation for planning matters. Commonwealth projects may carry their own consultation obligations.

Where formal requirements apply, we design the communication to support them and keep a clear record of what was done.

• stakeholder mapping and an engagement plan
• fact sheets, project updates, letters and online content in plain language
• briefings for elected representatives, agencies and peak bodies
• community information sessions, workshops and survey design
• a consultation report recording what was heard and how it was considered

Many projects depend on the understanding of ministers, local members, councillors and officials. They want to hear about a proposal before their constituents do, in a form they can repeat accurately. We help prepare briefing notes, meeting materials and the order in which representatives are approached, so that no one learns about a matter affecting their community from the local paper. Where a matter involves representations on a client’s behalf, lobbying rules may apply, and we discuss that with you first.

1. Understand the decision

   We clarify what is being decided, what is fixed and what is genuinely open to input.

2. Map and plan

   We identify stakeholders and set out the engagement approach, timing and materials.

3. Engage

   We prepare materials, support sessions and briefings, and keep an accurate record of feedback.

4. Report back

   We summarise what was heard and help you explain how it shaped the outcome.

State and territory planning rules differ, so local knowledge matters. See public relations in Melbourne, public relations in Canberra and public relations in Sydney.

Engagement often runs alongside issues management and corporate communications, and may involve media relations when a project attracts public interest.

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