The Far End of the Engagement Ladder

Hoverman S¹*, Walker M²*

1. Department of Natural Resources and Mines, Indooroopilly, Queensland, Australia

This paper presents three case studies that explore the challenges and conundrums in the brave new world of community and government collaboration for mutual outcomes.

Australia’s natural resource management (NRM) arena is changing rapidly, in the face of resource degradation and scarcity, community demand for greater involvement in decision-making, and major policy reforms. New community-based NRM arrangements are being established across the country, and are described by some as a ‘paradigm shift’ in the relationship between communities and governments. The new approach is characterised by devolution of planning, decision-making and funding to regional community groups, accompanied by responsibility for achieving on-ground outcomes that encompass state and national interests.

In Queensland, new planning and management arrangements are being established in 15 regions covering the State. They include the key institutions of ‘regional NRM bodies’, clusters of government agencies intended to work in close collaboration with these community bodies and a whole raft of interested regional stakeholders including industry and interest groups. To achieve their goals, these groups need to engage with and harness the efforts of local implementation groups and land managers, including indigenous groups.

This type of collaborative interaction between government and community is at the far end of the ‘continuum’ of engagement conceptualised in terms of Arnstein’s now-familiar ‘Ladder of Citizen Participation’ lying towards the top of the ladder, encompassing elements of ‘partnership’ and ‘delegated power’, although not full ‘citizen control’.

Building this new system over the last 2 – 3 years has not been easy. National and state governments are unaccustomed to working collaboratively with community groups (at least, in the field of natural resources). Challenges and barriers to successful engagement are constantly being encountered and explored. There are many constructive lessons being learnt about working together – including the definition of roles and responsibilities, building a united and integrated approach across government agencies, and the effective engagement of Traditional Owners.