Principles of Engagement

Broad principles underpin engagement and a practical knowledge and adaptation of these will increase the effectiveness of your engagement activities. In a review of existing literature and theory, Petts and Leach¹ developed a list of engagement principles which includes:

a need for clarity of objectives, and of legal, linked and seamless processes
consensus on agenda, procedures and effectiveness
representativeness and inclusiveness
deliberation
capability and social learning
decision responsiveness
transparency and enhancement of trust.

Additional principles that apply to the relationship between stakeholders and the organisation implementing the engagement are:

A commitment to reciprocity that includes stating what you require of the community, and delivery of what you will provide in exchange. Establish what you are promising as part of the engagement process. This could include provision of information or feedback on how contributions have influenced decisions, through to implementation of stakeholder decisions.
Genuineness in building relationships with community and other stakeholders.
Valuing the opportunities that diversity has to offer.

Brown and Isaacs² have developed the Six ‘C’s model as a set of basic principles to guide any engagement planning process.

The Six ‘C’s of Successful Community Engagement
Capability	The members are capable of dialogue.
Commitment	Mutual benefit beyond self interest.
Contribution	Members volunteer and there is an environment that encourages members to ‘have a go’ or take responsibility/risks.
Continuity	Members share or rotate roles and, as members move on, there is a transition process that sustains and maintains the community corporate memory.
Collaboration	Reliable interdependence. A clear vision with members operating in an environment of sharing and trust.
Conscience	Embody or invoke guiding principles/ethics of service, trust and respect that are expressed in the actions of the community.

Note: the six Cs may be seen as targets or filters to measure the quality of the functioning of the community.

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¹ Petts, J & Leach, B (2000) ‘Evaluating methods for public participation: a literature review’, R & D technical report, E135, Environment Agency, Bristol
² Brown, J & Isaacs, D (1994) ‘Merging the best of two worlds the core processes of organisations as communities’ in P Senge, A Kleiner, C Roberts, R Ross & B Smith (eds.) The fifth discipline fieldbook: strategies and tools for building a learning organization, Doubleday/Currency Publications