Good neighbours - Relationships are often a function of the ability to dialogue with each other constructively; the importance of liaison committees

Change requires consultation – we all know this. It is one of the reasons why public engagement is so important in these days of deficit-reduction and massive organisational upheavals.

But other conditions also place a premium on the ability of people and bodies to maintain a reasonable dialogue. They include those situations when different entities have to live side-by-side, and where the American poet Robert Frosts’s famous line applies:- Good fences make good neighbours! If you want a physical example, look at the long-standing relationships between Airport operators and the communities that surround them. Local Authorities covering such major installations are pulled in different directions. Airports are huge sources of employment and business, and generate income and wealth which many others might envy. The disadvantages are equally obvious; noise, air quality and traffic congestion quite apart from the reservations that an increasing number of people feel about the conflicts with sustainable environments - and the demands made on the NHS, the Police and other public agencies can be horrendous.

Local Authorities in the immediate vicinity of Heathrow led the campaign against the Third runway. But even – or maybe especially – for smaller airports, difficulties also arise, and new developments are opposed by local residents.

Nuclear power stations, major railway stations, oil or gas installations, sports stadiums, shopping centres and even hospitals all have characteristics that make them uneasy neighbours. That’s why many of these have Liaison Committees or equivalent, with the Chairmanship something that matters. Of course there is a ceremonial aspect, and commercial businesses are, of course, skilled at building a positive image with local Councillors. But there is also an important role in acting as a ‘sounding board’ for the organisation’s activities and future plans. For many a large piece of infrastructure, the local Council is the largest, and most important, stakeholder, so the individual who acts as a ‘link’ between the two occupies a pivotal position.

But there are other types of neighbours aren’t there? Some areas are defined by boundaries between one community and another. They are seldom are visible as in Belfast or Glasgow but the juxtaposition of different racial or ethnic groups can, on occasions pose challenges. Once again, there is a case for machinery that provides a dialogue mechanism.

In all these cases, for these to work well, such machinery needs to have at least three characteristics:

1. It must be taken seriously by all the key stakeholders. If it is dismissed as a tokenistic talking shop, it will lack the credibility to satisfy any party to its proceedings that it is worth placing matters of importance on its agenda. This requires that senior staff attend regularly. 2. Its composition must reflect key interest groups. There needs to be a rational and preferably democratic element, in the choice of who represents community interests. This is why the role of elected members is important and why Members of Parliament or MEPs can be usefully co-opted onto liaison bodies on major sites such as Airports 3. Proceedings must be transparent. These days it means easy-to-find papers, minutes and agendas on a well-presented website and adequate coverage by the local media. It also means effective feedback!

Self-evident conditions like these matter because one of the main roles of liaison bodies is akin to pre-consultation. The operation can discuss forthcoming plans and seek the views of community representatives as to the likely reactions of local people. This dialogue may then influence whether a more formal consultation goes ahead, and how extensive it should be. At times of cutbacks, no-one wants too many tick-box exercises; we wish to focus resources on the dialogues which will make a real difference.

Preserving the integrity of on-going relationships therefore requires members of committees and panels designed to liaise between stakeholders to be conscious of their responsibilities, familiar with dialogue skills and confident in communicating with communities.

Trigger points

• How many such Liaison Committees or equivalent are there in your area. Do they meet the minimum criteria outlined above?
• A UK first next week; Airports and their Communities is a TCI Roundtable with an excellent range of discussions leaders.N.B. Local Authorities wishing to attend may bring along one member of a Liaison Committee free of charge!
• Do you offer training/guidance to members of liaison committees?
• For officers and Councillors, partnership working becomes paramount, and our Public Engagement for Public Service Partnerships course can really help.

This is the 170th Tuesday Topic; a full list of subjects covered is available for Institute members and is a valuable resource covering so many aspects of consultation and engagement