In the development of sustainable and ongoing consultation networks a number of key categories of development have been identified. The areas of development seen as necessary for the Council and its staff to develop are:

• Targeted approaches to consultation;
• Building on existing local consultation groups and networks;
• Supporting effective intersectorial collaboration, and utilising existing intersectorial networks;
• Creating opportunities for culturally specific consultation.

Each of these components of consultation requires commitment and energy from both Council and Staff. In order to implement the framework that has been outlined in this document, each area of development requires specific strategies. Several of these areas can be developed in parallel, and are seen to compliment each other. While some of these steps can be seen as preparation for the development of a consultation framework, others will be ongoing processes essential for the Council to remain responsive to changing community needs and issues. It is unlikely that the steps identified here will develop to a satisfactory level without the support and commitment of both the Council and staff.

3.1 Developing targeted approaches to consultation

It is important to avoid consultation burnout and overloading of stretched community resources. To achieve this it is important to limit consultation to groups who they feel they have an interest in the topic or issue in question, and actively pursue the engagement ensure from the community. Additionally, it is important to know the characteristics and needs of different community groups in order to provide consultation processes that are appropriate.

In developing a targeted approach to consultation the Council will:

• Identify key community stakeholders and representatives of the significant community populations, including issue groups and members of the community who are often silent;
• Work with identified community stakeholders to identify any specific interests they wish to be consulted upon;
• Develop appropriate consultation processes and strategies in partnership with the communities who identify, or are identified, as having distinct consultation needs;
• Commit to periodically reviewing the degree community representatives identified are representative of the changing nature of the community;
• Periodically assess the degree that communities, the Council and the Council’s consultation partners regard the Councils consultation processes as appropriate and effective.

3.2 Building on existing local consultation groups and networks

Due to the economic and social costs of extensive consultation, it is useful to consider embedding Council consultation processes within other initiatives and services where possible. In many cases it is anticipated that existing services may meet Council consultation requirements, or be able to do so with further support and resourcing.

There will be secondary benefits to many local organisations and services by developing consultation partnerships with the Council. However, it is important when negotiating partnerships to recognise differences in economic resources, infrastructure and capacity. It is anticipated that many consultation partnerships will require the council to contribute infrastructure, finances and structural knowledge to a partnership, whilst community groups contribute time, people, community and cultural knowledge and the effectiveness of their community relationships.

To develop the Council’s capacity to utilise existing consultation groups and networks the Council will:

• Review and evaluate the extent and nature of relationships between existing Council and community services and identified community stakeholders;
• Assess the degree to which existing consultation groups are representative of the diversity within the Matamata-Piako District;
• Creatively examine existing community and Council services for ways they could be adapted or supported to encompass the Council’s consultation needs;
• Commit to providing additional resourcing to agencies who can demonstrate an ability to add value to the Council’s consultation needs;
• Develop and strengthen local partnerships to improve the collection and utilisation of community views, perspectives and issues.