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representatives. If aPPN representative takesonasupplementaryrole withinaBoardor Committee
whichincursextracosts,those costs are the responsibilityof the Boardor Committee,notof the PPN.
For example, if aPPN representative attendsan eventon behalf of theirBoardor Committee,the cost
of thatmust be borne fromthe Board or Committee’sownresources.
Representatives’ Charter
Each PPN shoulddrawup a representatives’chartertoshow the interlockingrelationshipsbetween
Linkage Groups,Representativesandthe Boards/Committees theysiton. The roles, rightsand
responsibilitiesof each elementasoutlined inAppendix6to Appendix 8 here can formthe basisof
such a charter.
Capacity Building and Training
Volunteerledorganisationsface manychallengesastheyworktoenhance theircommunities. One of
the rolesof PPN is to supportthemto achieve theirobjectives,bothwithintheirown areasandwithin
PPN. Actionsunderthisheadingcaninclude formal training,networking,mentoring,conferences,
seminarsetc.ontopicsof interest. Topiccouldinclude accessingandmanagingfunding,bestpractice
underthe CharitiesActandGovernance Code,committee skills,strategicplanningetc. Trainingand
supportisalso requiredforRepresentativesandLinkage Groupsonpolicymatters. PPNsmay
collaborate withotherservice providerse.g.EducationandTrainingBoards,VolunteerCentres orLocal
DevelopmentCompaniestodevise anddeliverthistraining.
Information Sharing and Communication
The visionof PPN isthat it will be “the mainlink throughwhichthe LA connectswiththe community,
voluntary,environmental andsocial inclusionsectors”andalso“Provide [relevant] information…….and
act as a hubaround whichinformationisdistributedandreceived.
Thisaccess to informationisone of the greatestbenefitsformemberorganisations. LAsneedtoensure
that all potentiallyrelevantinformationissenttothe PPN forcirculation. Thiscan include notice of
newplans,formal orinformal consultationsonpolicy,informationongrants,events,conferencesetc.
PPN memberorganisationscanalsouse the facilitytoadvertisetheirownactivities. Itisalsoopento
statutoryagenciesoperatinginthe county/city e.g. HSE, ETB etc.to use the PPN mechanismtoshare
informationwiththe widercommunity.
Of course,informationsharingalsoinvolvesfeedbackfromLinkage GroupsandMunicipal Districts,and
an opportunityfororganisations todiscussimportantissueswithinPPN. Toachieve this, itisimportant
to have clearways formembergroupsto feedinandcommunicate. Social mediatype sitescanbe very
useful forthisprocess. ManyPPNsproduce a regularemail newsletterandalso have a website and
FacebookPage or TwitterAccount. However,notall groupsare online andpoorbroadbandand/orIT
skillsmayinhibitsome organisationsfromparticipating. Itistherefore essentialtouse a wide varietyof
communicationtoolsincludingpostandprint.](https://image.slidesharecdn.com/f6bb360e-df5d-4606-8839-81fb1cf5c0d2-161107170054/85/Draft-User-Guide-12-320.jpg)
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Appendix 7 Role, Rights and Responsibilities of a PPN
Representative
A representative iselectedforafixedtermtorepresentthe issuesof PPN membersonaparticular
Board or Committee. Theirelectiontakesplace accordingtoproceduresestablishedbythe Secretariat
and approvedbythe Plenary.
Role of the Representative isto
Attendandparticipate fullyinmeetingsof the Linkage Group andBoardor Committee,including
any subgroupstowhichtheymaybe appointed
Bringforwardthe issuesof the Linkage Group to the Board or Committee fortheirconsideration,
includingputtingitemsonthe agenda. Theyare not there justto representtheirowngroupor
agenda.
Work collaborativelywiththe LinkageGrouptoidentifyissues,research,policyproposalsetc.
Communicate regularly(atleastasfrequentlyasmeetingsare held)with the Linkage Groupon
matterssuch as
o Datesof Board or Committee meetings
o AgendasforBoard or Committee meetings
o Reportsand Feedbackfrom Boardor Committee meetings
o Itemswhichrequire theirinputorare of interest
Networkandworkstrategicallywithother BoardorCommittee membersforthe benefitof the
Linkage Group and of PPN,includingbeing able tocompromisewhile retainingthe core objective.
Responsibilitiesofthe Representative are to
Organise Linkage GroupMeetings andeffective twowaycommunicationswithLinkage Group
members[withthe supportof the resource worker]
Be able touse basic electroniccommunicationseffectively(i.e.email andinternetbrowsing)
Prepare thoroughlyfor,attendandparticipate actively inLinkage Groupand Boardor Committee
meetingssolelyonbehalfof PPN,leavinganypersonal,businessorpoliticalinterestsoutside
Work openlyandcollaborativelywithall Linkage Groupmemberstoidentifyissues,research,policy
proposalsetc.,respectingthe diversityof viewsexpressed.
Put forwardopinions/viewsof Linkage Groupto The Board or Committee andfeedbackclearly
(non-jargon) tothe Linkage Group
AttendrelevanttrainingornetworkingeventsorganisedbyPPN orthe Committee.
Be openandhonestindealingswithall stakeholders
Buildpositive relationshipswithothercommittee membersforthe benefit of the PPN.
Portraythe PPN andthe Linkage Groupina positive andconstructiveway.
Rights of the representative are to
Have active engagementfromthe Linkage Group,includingtimelyresponsestoissues.
Be heardand respectedatboththe Linkage Groupand Board or Committee,withanappreciation
that theyare a volunteer.](https://image.slidesharecdn.com/f6bb360e-df5d-4606-8839-81fb1cf5c0d2-161107170054/85/Draft-User-Guide-27-320.jpg)
Draft User Guide
- 1. Public Participation Networks (PPNs) A User Guide May 2016. The Department wishes to acknowledge the contribution made by Social Justice Ireland in the production of this guide for the Public Participation Networks.
- 2. 2 Table of Contents Introduction ...................................................................................................................................1 Background ....................................................................................................................................1 Public Participation Networks (PPNs)...........................................................................................2 Principles and Values of PPN.........................................................................................................2 Wellbeing .......................................................................................................................................3 Why an organisation should join their PPN..................................................................................4 Membership of PPN.......................................................................................................................4 Structures of PPNs.........................................................................................................................5 County / CityPlenary.................................................................................................................... 6 Secretariat...................................................................................................................................6 Municipal District PPNs................................................................................................................. 6 Linkage Groups ............................................................................................................................ 6 Activities of a PPN..........................................................................................................................8 Participation and Representation on Decision / Policy Making Bodies.............................................. 8 Capacity Building and Training .................................................................................................... 10 Information Sharing and Communication..................................................................................... 10 Operation of PPN.........................................................................................................................11 Budget and Workplan................................................................................................................. 11 Resource Worker........................................................................................................................ 11 Relationship with Local Authority...............................................................................................12 Monitoring and Evaluation..........................................................................................................12 APPENDICES .................................................................................................................................14 Appendix 1 Managing Membership......................................................................................15 Appendix 2 Database Management and Data protection...................................................16 Appendix 3 Managing a Flat Structure.................................................................................18 Appendix 4 Secretariat..........................................................................................................20 Appendix 5 Dealing with requests for PPN Representation................................................21 Appendix 6 Roles, Rights and Responsibilities of Linkage Group........................................23 Appendix 7 Role, Rights and Responsibilities of a PPN Representative..............................25 Appendix 8 Rights and responsibilities of a Board/Committee with PPN representation.27 Appendix 9 Glossary of terms...............................................................................................28
- 3. Introduction PublicParticipationNetworks (PPNs) wereintroduced followingthe enactmentof the Local GovernmentAct2014. Since thentheyhave beenestablished ineachcounty/city through collaborationbetweenLocal Authorities (LAs) andlocal volunteer-ledorganisations. BothLA staff and volunteersineach county/city have put huge effortinto developingthe new structure overthe past twoyears. FundingforPPNsisbeingprovidedbyboththe Departmentof the Environment,Community and Local Government (DECLG) andthe Local Authorities(LAs). Thisfundingfacilitatesthe engagement of a full time (orequivalent) resource workerandothercosts. Thisdocument hasbeendrawnup based on the experiencesof PPNsaroundthe country,andthe formal guidelines drawnupbythe DECLG. This guide hasbeendesignedasa live workingdocumentwhichmaybe expandedtoincludecase studies, examplesof bestpractice andotherresourcesfromPPNs. Itisintendedtosupportall PPN stakeholders;memberorganisations,Secretariats, Resource WorkersandLAsinprogressinga nationallyconsistentframeworkforPPNs. Thiswillserve toensure thatPPNsare effective in supportinglocal volunteer-ledorganisations todeveloptheircapacityandhave a real voice inpolicy makingintheirCounty/ city. Background Volunteer-ledorganisations make asignificantcontributiontothe social,cultural,economicand environmental fabricof Ireland. Groupsrange fromlarge sportingorganisationsand theirindividual clubs,to small entitieslikechoirsorart collectivesetc. Some have anational remitwithalocal branch networkwhile othersjustoperate inaspecificarea. Volunteerledorganisationsprovide many essential services;economic,community,social and environmental. Some employpaidstaff,while othersoperate totally withvolunteers. Large orsmall,local or regional,all enhance the livesof their membersandthe communitieswhichtheyserve. Inaddition,theyhave huge experience andexpertise inthe issuesthatdirectlyaffectpeople,communitiesandthe environmentintheirareasof operation. Accordingto the Central StatisticsOffice in20151 , over520,000 people volunteerinorganisations with an equivalentannual value of €1bn annually (basedon minimumwage). International institutionssuchasthe EU and OECD highlightthatthe participationof citizensinpublic life andtheirrightto influence the decisionsthataffecttheirlivesandcommunitiesare atthe centre of democracy.Openandinclusive policy-makingincreasespublicparticipation,enhancestransparency and accountability,buildsciviccapacityandleadstoincreasedbuy-inandbetterdecision-making. The PPN structure isdesignedtobe a key playerindeliveringthisvisioninIreland. PPNswere developedonthe recommendationof the WorkingGrouponCitizenEngagement2 which reportedinlate 2013. Thisreportcontainsa detailedreview of literature andpractice onthe subject. 1 http://www.cso.ie/en/releasesandpublications/er/q-vwb/qnhsvolunteeringandwellbeingq32013/ 2 http://www.environ.ie/en/Community/CommunityVoluntarySupports/News/MainBody,36780,en.htm
- 4. 2 Public ParticipationNetworks (PPNs). PPNsare collectivesof environmental,social inclusion,communityandvoluntaryorganisationsina County/ city which Facilitate the participationandrepresentationof communitiesinafair,equitableand transparentmannerthroughthe environmental,social inclusion,communityand voluntary sectorson decisionmakingbodies Strengthen the capacityof communitiesandof the environmental,social inclusion,community and voluntary groupstocontribute positively tothe communityinwhichtheyreside/participate Provide informationrelevanttothe environmental,social inclusion,communityandvoluntary sectorand acts as a hubaround whichinformationisdistributedandreceived. Principles and Values of PPN The DECLG recognisesthatthere maybe some small local variationsinhow PPNsare implemented across the country. However,eachPPN shouldoperate accordingto the Guidelinesandadhere to the followingprinciplesand values, being:– Inclusive of all volunteerledorganisationsintheirarea,andactivelyseekingthe inclusionof groupswhichmay traditionallybe marginalised. Participatory, open,welcoming,respectful,collaborative andfacilitatory; the PPN will encourage participationbymembersinall aspectsof itsoperation. Itisa flatstructure. Clear communicationstoandfrommembersusingavarietyof traditional andnew mechanismsare
- 5. 3 essential toachieve this. The PPN shouldsupportnew orinexperiencedmemberstodevelop theirskillsandcapacity. Independentfromthe Local Authorityand of any vestedinterests. Open,flatandparticipatory workingstructuressupportthis. Valuingof Diversityand recognisingthatthe sectorsare broad and made up of people with manydifferentopinions.Itisnotexpectedthatthe PPNs will come upwitha‘one voice response’butthatitwill feedbackthe issuesandsuggestionsraisedbyabroadrange of environmental, socialinclusion, communityandvoluntarygroups. Transparent in itsprocesses,procedures, dealingswithitsmembergroups, representatives, Local Authorityetc. Itshouldcommunicate openly,regularlyandclearlywithall members. Accountable to its membergroups,viaimplementingandabidingbygoodgovernance structures,policiesandprocedures. Wellbeing Each PPN is chargedwithdevelopinga“Wellbeing Statement”atbothMunicipal Districtand County/ citylevel. A wellbeingstatementlooksatwhatisrequiredforthe wellbeingof individualsand communities,nowandforthe generationstocome. Wellbeingisamultifacetedentitycombining social,economic,democraticandenvironmental factors. Itrequiresthatbasicneedsare met,that people have asense of purpose,andthattheyfeel able toachieve importantgoals,toparticipate in societyandto live the lives theyvalueandhave reasontovalue3 . Thiscan be represented diagrammatically4 . 3 http://www.nesc.ie/en/publications/publications/nesc-reports/well-being-matters-a-social-report-for-ireland/ 4 http://www.carnegieuktrust.org.uk/publications/2015/towards-a-wellbeing-framework--short-report
- 6. 4 Why an organisationshouldjointheir PPN By joiningaPPN an organisationwill get: Accessto relevantinformationonfundingand grantscomingthroughthe LA. The opportunitytoadvertise theiractivitiesviathe PPN newsletter,website,emailsetc. Accessto capacity buildingand trainingeventswhichwillsupportthemintheirwork. Accessto informationondecisionsandproposalsbeingmade in theircounty/city and the abilitytocommentonand inputto them, alongwithotherPPN memberorganisations. An opportunitytonetworkwithandlearnfromotherorganisationsinthe county/city who may be involvedinsimilartypesof projects. The opportunitytobecome partof a Linkage Group fora Board or Committee of interestand be able to have theirviewsheardandcontribute tolocal policy. The opportunitytonominate members tositona Board or Committee onbehalf of PPN. Membershipof PPN PPN isdesignedtoaccommodate the full anddiverse range of volunteerledorganisationsinthe county / city. Membershipisopentogroupswhich Are active and witha postal address inthe county/ city Operate ona not-forprofitbasis Are volunteerled (organisations may have paidstaff,butmustbe undervoluntarycontrol) Are independenti.e.notasub- committee orsubgroupof anotherorganisation Have at least5 membersandare opentonew members Have an appropriate governance structure e.g. aconstitution/ setof rules /financial procedures Meetregularly Are in existence foratleastsix months Are non-partypolitical. Each organisation mustthenchoose tobe part of one “college”whichrepresentstheirprimaryinterest. These are: Social Inclusion: An organisation whose mainactivitycentresonworkingtoimprove the life chancesand opportunitiesof those whoare marginalisedinsociety,livinginpovertyorin unemploymentusingcommunitydevelopmentapproachestobuildsustainable communities, where the valuesof equalityandinclusionare promotedandhumanrightsare respected. Environmental: An organisationwhose primaryobjectives andactivities are Environmental (i.e. ecological) protectionand/or environmental sustainability. Such activitiesinclude permanent protectionof wildlife,speciesspecificcare,organichorticulture oreducation, environmental Each Secretariat is responsible for the management of the PPN database in their county / city, subject to data protection legislation.
- 7. 5 educationorprotection,environmental sustainability,resource efficiencyandrecycling, invasive alienspeciesprevention/removal. All organisationswishingtojointhe Environmental College mustbe verifiedbythe National Environmental Pillar. Furtherdetailsare available at http://environmentalpillar.ie/wp/wp-content/uploads/2015/06/Criteria-for-Membership-of- Environment-Electoral-College-of-PPN.pdf Communityand Voluntary: All otherorganisationsincludingSports,Local Development,Social, Culture, Special Interestetc. Each PPN can devise theirown annual registrationprocesswithinthesegeneralguidelinesandabiding by the valuesof PPN as detailed above. The PPN is responsible forkeepingadatabase of membersandcommunicatingwiththemregularly. Membersshouldsupportthe PPN byinforming themof anychangesincontact detailsoroperation. FurtherinformationforSecretariatsonmanagingmembershipcanbe found inAppendix1here. In 2016, DECLG are rollingouta Salesforce database systemtoall PPNs,whichwillfacilitate PPNsto have efficientcommunicationandcomplywithdataprotectionrequirements. Furtherdetailsare available in Appendix2here. Structures of PPNs PPN isa FLAT structure. Thismeansthat all groupsinthe PPN have an equal voice andanequal input intodecision making. There isnoleader, nooverall spokesperson orchairperson. Itistrulya collective, accommodatinga wide range of diverse viewsandperspectives. It supportseachmembertodevelop new skillsandcontribute inanequal wayto the organisation. The main decisionmakingbodyof the PPN isthe Plenary(i.e.all the independentmembergroups) which shouldmeetatleasttwice everyyeartoreview the workingsof the PPN andsetthe agendafor the comingperiod. The elected Secretariatisresponsible forthe administrationof the PPN between Plenarymeetings. Subsetsof the PPN suchas Municipal District PPNs andLinkage Groupsalso inform the process. Thisis a newwayof workingwhichdiffersfromatraditional hierarchical structure andis undoubtedlychallenging. However,there ismuchevidence aroundthe countryof itoperatingwell. Some methodologieswhichsupport the flatstructure andparticipationare given inAppendix 3 here. A PPN maydecide tounderpintheiroperationwithaformal legal framework suchasa companyor a co-operative. If theydoso,theymust ensure thatthisdoesnotdetract operationally fromthe flat structure. Duringthisdevelopmentalstage,PPN Secretariatshave takenonthe oneroustasksof establishingthe newstructure and makingrecommendationstothe Plenaryforratification. However,as the members understandingof the Plenaryevolves,the Plenarywill have amore agendasettingrole. PPN isa flat structure. Any PPN whichdoes not have such a structure must immediatelymoveto flatten it, and thisprocess shouldbe completedby 30 September 2016. Evidence of thiswill includedocumentationfrom Plenaries,Secretariat meetings etc.
- 8. 6 County / City Plenary The Plenary (all the memberorganisations together) is the keydecisionmakerof the PPN,meetingat leasttwice a year. Theirrole isto directthe operationof the PPN,settingoverall PPN policyand processes. Decisionsmade between Plenarymeetings,includingthe electionof representatives,should be presentedforratificationtothe followingmeeting. Each independentmembergrouphasone vote inthe Plenary. Plenarymeetingsare anideal forumformembergroupstomeetandnetworkandto hearabout mattersof interesttothem. The county/ cityPlenaryisalsochargedwithdevelopinga wellbeingstatementforthisandfuture generationsinthe area. Secretariat The Secretariatiselectedbythe PPN members,tobe representativeof the differentgeographical areas and the three colleges. Itisan administrative bodyonly,anditsrole isto Facilitate the implementationof the decisionsof the Plenary. Ensure the properfunctioningof the PPN inbetweenPlenaries. Coordinate activitiesof PPN. Communicate extensivelyandregularlywithall PPN membersandinthisprocessshare informationconcerningall PPN activitiesaswidelyaspossible. Maintainaccurate recordsof PPN Business(hardandsoftcopies),includingminuting meetingsandcirculatingagendas. Act as a pointof contact forthe PPN inrelationtothe LA, DECLG, otherPPNsand all third parties. Handle all correspondence onbehalf of PPN,throughdistributingcopiesanddrafting agreedresponses. Manage the PPN resource worker. Many Secretariatswere electedearlyinthe PPN process. Asmembershiphasexpanded,itisworth consideringre-electingthe Secretariat,toreflectthe widermembership. Inany case,PPNsshould separate the electioncycle forthe Secretariatfromthe local electioncycle,toensure thatan experiencedSecretariatisinplace whenthere isaneedtoelectmanynew representativestoLocal Authoritycommittees. Some matterstoconsiderwithregardtothe operationof the Secretariatare to be foundin Appendix 4 here. Municipal District PPNs Each county isnoworganisedintoMunicipal Districts,wherethe councillorsandLA staff have certain powersrelatingtooperationsandmaintenance workswithinthe district. EachMunicipal Districtshould alsohave a PPN whichcan deal withlocallybasedadministrativematters. A Municipal DistrictPPN isa meetingof all the membergroupswithapostal addressinthat Municipal District. EachMunicipal DistrictPPN shoulddevelopawellbeingstatementfortheirareaas well asaddressinglocallybased policyissuesandengagingwithlocal LA staff andelectedmembers. Formanygroups,thislevel of engagementmayhave more immediate relevance totheirneedscomparedtothe largercounty/city structure. In citieswhere there isnoMunicipal DistrictStructure,itmakessense forsubPPNstobe establishedindefinedgeographical areas,perhapsbasedonelectoral areas. Linkage Groups Linkage Groupsare the way thatPPN memberorganisations canhave a real inputintopolicyintheir area of operation. Linkage Groupsbringtogetherstakeholderorganisationswithacommoninterest to
- 9. 7 discusstheirdiverse viewsandinterestsinaspecificpolicyarea. These groupselectPPN representativesto Boardsor Committees,receivefeedbackfromthose representatives, anddirecttheir activity. Theymayalsoset policyprioritiesandinputintoconsultationsetc.onbehalf of PPN. Thisin turn,helpsthe memberorganisationstogaina deeperunderstandingof the local policyprocess. Itis importantto note thatthe role of a Linkage Group isto facilitate andenable organisationstoarticulate a diverse range of viewsandinterestswithinthe local governmentsystem,nottoreduce or homogenise thisdiversity. Linkage Groupsshouldbe establishedwhenrepresentativesare beingselected. In the beginning, facilitationof the Linkage Groupislikelytobe bythe Resource Worker,butas time goeson,each Linkage Groupshouldbecome self-facilitating. However,the Secretariatmustoverseethe correct functioningof the group,andthat it remainsopentonew members. Itisessential thatall member groupsbe encouragedtoparticipate inone ormore Linkage Groups. In some cases,potential stakeholdergroupsmayhave to be approacheddirectlyandinvitedtojoinaLinkage Groupto ensure all voicesare heard. Furtherinformationaboutthe rolesandresponsibilitiesof Linkage Groupsare in Appendix 6 here Case Study: Age Friendly County If the PPN were askedtonominate arepresentative toan“Age FriendlyCounty”taskgroup,they wouldwrite outtoall the membersaskinggroupswithaparticularinterestinageingandolder people tojoinaLinkage Group. Thiswouldbringtogetherpeoplefromorganisationssuchas active retired, carers, mealsonwheels, voluntaryday-care centres,communityalertetc. This Linkage Groupwouldthenmeetanddiscussthe mostimportantissuesforthem, andwhatthe countyneedstodo to become really“Age Friendly”. They wouldelectarepresentative tositon the “Age Friendly”taskgroupand bringtheirconcerns. Aftereach“Age Friendly”meetingthe representative wouldreportbacktothe Linkage Group on progress, andthe Linkage Group woulddiscussthe issue anddirectthe representative howtoproceed. The Linkage Group memberswouldalsofeedbacktotheirownorganisationexplainingwhatpolicieswerebeing suggested, andgettingtheirinput. The outcomeswill be A more “Age Friendly”countybecause of the inputfromthe PPN representative,whichdirectly benefitsthe PPN members. Linkage Groupmemberswill have networkedtogetherandlearneduseful informationabouthow the policyprocessworks. Togethertheycan monitorthe new “Age Friendly”policiesandfeedbackbothsuccessesand challengestothe Council.
- 10. 8 1 Diagrammatic representation of PPN Structure Activities of a PPN Participation and Representation on Decision / Policy Making Bodies LAs andother local bodieshave arange of CommitteesandBoardstosupportthemintheirworkand policydevelopmentbyinvolvingexternal expertise. Thisexpertise can be drawnfrom sectoral interests such as employers,farmers,tradesunions, andthe community. The representationof environmental, social inclusion,communityandvoluntary voicesondecisionmakingandadvisorybodiesisacore functionof PPNs. The PPN shouldbe the “go to“ organisation forall bodiesinacounty/ citywho wishtobenefitfrom communityandvoluntary expertiseat theirtable. The PPN shouldalsobe proactive inpromotingthe benefitsof communityrepresentationonBoards and Committees. Atminimum, all communityrepresentatives onLA sponsoredbodiesMUSTcome via the PPN electoral process. During the developmentof PPN some interimappointmentsmayhave beenmade,however,goingforwards, all environmental,socialinclusion,communityandvoluntaryrepresentativesmusthave aPPN mandate and the benefitof anactive Linkage Group to supporttheirwork. Local Authoritiesmustensure that ALL Environmental , Social Inclusion, CommunityandVoluntary representatives on their Boards andCommitteescome throughthe PPNelectoral process. Where thisis not the case, the situationmustbe regularisedby 30 September 2016.
- 11. 9 The followingimportantprinciples governPPN representationandare critical forsuccess All PPN representativesonBoardsor Committeesshouldbe electedby,reporttoand take direction froma Linkage Groupof memberstakeholdersinthe issue the Boardor Committee dealswith. Theydo not representtheirowninterestsorthose of theirownorganisation(s). The Linkage Group structure facilitatesthe developmentof acohortof people withinthe communityatlarge who have a deeper understandingof policyissuesandtheir impact. InitiatingandempoweringLinkage Groups isan essential partof the workof PPN. Representationshouldbe spreadwidelyin termsof gender,geographyandtype of organisation. An individual shouldonlyrepresentPPN on ONE Board or Committee. The onlyexceptions to thiswouldoccur whenNOotherpersoncan be found,andeveninthiscase,the seat shouldonly be heldona temporaryor interimbasispendingarecruitmentcampaignfromwithinthe membership. Thistemporaryperiodshouldnotexceed6monthsor 2 meetingswhicheveristhe lesser. PPN representationisbasedinvolunteerledorganisationsand,assuch,isa separate processfrom GovernmentPolitics e.g. TDs,MEPs,Senators,Councillorsetc. Thus o Electedrepresentativesof Local Authorities,OireachtasmembersorMEPs cannot be nominatedthroughthisprocess. o If anyone nominatedthroughthisprocesssubsequentlydecidestoenterelectoral politics, theymustimmediatelyresigntheirPPN representative role. o A personwhohasbeenan electedrepresentative of anylevel of Government(local or national) maynotbe chosento representPPN inanyrepresentativerole forone yearafter completingtheirtermof office. Detailsandsuggestions formanagingthe selection of representativesare included inAppendix 5 here. Representation for improved decision making HavingPPN representationonaBoard or Committee isahuge advantage. Itenablesthe concernsand experiencesof the communitytobe incorporatedatanearlystage of policydevelopment,leadingto more positive outcomes. Italsosupportsthe monitoring andevaluationof existingpolicies. However, effectiverepresentationbringschallengesforboththe PPN representativesandforthe Board or Committee onwhichtheysit. There needstobe mutual respectandappreciationof the contribution and role of PPN representativesaswell asthose of StatutoryAgenciesorotherprofessional bodies. Some modifications inthe operationsof Boardsor Committees are oftenrequiredtofacilitate volunteerPPN representatives. Some goodpractice guidelinesforthis are found inAppendix 8 here. Representingthe PPN ona Board or Committee isa serious taskwhichrequiresknowledgeandskillson the part of the representative andtheirrole,rightsandresponsibilitiesare detailed inAppendix7 here. Volunteersshouldneverbe outof pocketfortheirparticipationonBoardsor Committees,anditisthe role of the relevantBoardorCommittee topayexpenses. Onlyinveryspecificcircumstanceswhere the Board or Committee has absolutely noresources,shouldthe PPN payexpensestotheir Any PPNwhich hasan individual occupyingmultipleseats,or does not have Linkage Groupsinplace for all Boards andCommitteesupon whichit has representatives mustregularise this matter by 30 September 2016.
- 12. 10 representatives. If aPPN representative takesonasupplementaryrole withinaBoardor Committee whichincursextracosts,those costs are the responsibilityof the Boardor Committee,notof the PPN. For example, if aPPN representative attendsan eventon behalf of theirBoardor Committee,the cost of thatmust be borne fromthe Board or Committee’sownresources. Representatives’ Charter Each PPN shoulddrawup a representatives’chartertoshow the interlockingrelationshipsbetween Linkage Groups,Representativesandthe Boards/Committees theysiton. The roles, rightsand responsibilitiesof each elementasoutlined inAppendix6to Appendix 8 here can formthe basisof such a charter. Capacity Building and Training Volunteerledorganisationsface manychallengesastheyworktoenhance theircommunities. One of the rolesof PPN is to supportthemto achieve theirobjectives,bothwithintheirown areasandwithin PPN. Actionsunderthisheadingcaninclude formal training,networking,mentoring,conferences, seminarsetc.ontopicsof interest. Topiccouldinclude accessingandmanagingfunding,bestpractice underthe CharitiesActandGovernance Code,committee skills,strategicplanningetc. Trainingand supportisalso requiredforRepresentativesandLinkage Groupsonpolicymatters. PPNsmay collaborate withotherservice providerse.g.EducationandTrainingBoards,VolunteerCentres orLocal DevelopmentCompaniestodevise anddeliverthistraining. Information Sharing and Communication The visionof PPN isthat it will be “the mainlink throughwhichthe LA connectswiththe community, voluntary,environmental andsocial inclusionsectors”andalso“Provide [relevant] information…….and act as a hubaround whichinformationisdistributedandreceived. Thisaccess to informationisone of the greatestbenefitsformemberorganisations. LAsneedtoensure that all potentiallyrelevantinformationissenttothe PPN forcirculation. Thiscan include notice of newplans,formal orinformal consultationsonpolicy,informationongrants,events,conferencesetc. PPN memberorganisationscanalsouse the facilitytoadvertisetheirownactivities. Itisalsoopento statutoryagenciesoperatinginthe county/city e.g. HSE, ETB etc.to use the PPN mechanismtoshare informationwiththe widercommunity. Of course,informationsharingalsoinvolvesfeedbackfromLinkage GroupsandMunicipal Districts,and an opportunityfororganisations todiscussimportantissueswithinPPN. Toachieve this, itisimportant to have clearways formembergroupsto feedinandcommunicate. Social mediatype sitescanbe very useful forthisprocess. ManyPPNsproduce a regularemail newsletterandalso have a website and FacebookPage or TwitterAccount. However,notall groupsare online andpoorbroadbandand/orIT skillsmayinhibitsome organisationsfromparticipating. Itistherefore essentialtouse a wide varietyof communicationtoolsincludingpostandprint.
- 13. 11 Operationof PPN Budget and Workplan DECLG has allocatedeachPPN upto €50,000 in 2016, to be matchedwithat least€30,000 by the LA. If the LA contributeslessthan €30,000, the Department’scontributionwill decrease onapro rata basis. Thisfundingshouldbe usedtoemployaresource workerandto manage itsoperations. While itmay be administeredbyanotherbody,thisbudgetmustbe under the control of the PPN. The PPN isalso free toapplyfor furthergrantsand fundingtosupportadditional piecesof work,whichare consistent withthe workplan. Each PPN via the Secretariatmustdrawup an agreementwiththeir LA ona workplanforthe year to coverthe areasof: Participation indecisionmaking and representation i.e. managingelections,representatives and Linkage Groups,participatinginconsultationsandotherfora,developingpositionsonkey issuesetc. Capacity Buildingi.e. workingwithmembergroupstodeepentheirunderstandingof and participationinPPN,assessingtrainingneedsandofferingrelevanttraining,facilitating networkingandsharingof bestpractice betweenmembergroups,developingnetworksetc. InformationSharing and communicationi.e. workingwithmembers,developingand maintainingawebsite,designingandpublishingaregularnewsletter, Other activitiesi.e. managinganoffice andresource worker,holdingregularmeetingsof the Secretariat,Municipal DistrictPPNs,Plenary, liaisingwiththe LA,managingthe database, monitoringandevaluation,general administrationetc. A draftworkplanwhichcan be modifiedtosuiteachPPN wascirculatedandisavailable fromDECLG. Resource Worker Each PPN has a budgetforthe resource of a full time equivalentskilledDevelopmentWorker,relevant office space andequipment. Thisperson’srole istosupportthe Secretariatandto co-ordinate the PPN inaccordance withthe workplan. Resource Workerscan be employedunderavarietyof arrangements includingsecondmentfromthe LA,hostedinanexternal organisation,employeddirectlybythe PPN etc.(see Circular CVSP1/2015). The PPN Secretariatshouldbe fully involvedinthe recruitment process,whichmustbe clearand transparent. Whateverthe arrangement, it isessential thatthe workerismanagedby the Secretariatonbehalf of the Plenary,andthatgoodHR practicesare adhered to. The workloadinvolvedinrunningaPPN isconsiderable andSecretariatsmaywishtoconsidertakingon administrativesupporttraineesviaworkplacementschemessuchasCommunityEmployment, In cities / counties where the worker is not yet in place, or is not managed directly by the Secretariat, this must be prioritised, and any obstacles to the appointment of the worker removed as quickly as possible and no later than 30 September 2016.
- 14. 12 JobBridge,Tús,Gatewayetc. In suchcases,theymustensure that highqualitytrainingandwork experience isavailable tothe person. RelationshipwithLocal Authority The guidelinesstate that“The PPN will be the mainlinkthroughwhichthe Local Authority(LA) connectswiththe community,voluntary,environmentalandsocial inclusionsectors”and“PPN … will … enable the publictotake an active formal role inthe policymakingandoversightactivitiesof the LA’s area of responsibility.”The intentionisforacollaborative partnershipapproach. Positiverelationships betweenPPN andthe LA are essential forsuccess. Each PPN and LA should draw upa clear memorandumof understanding togovern theiroperationsand funding(draftavailable fromDECLG). Keyissuesto be coveredare PPNsare independentfromthe LA and LAshave a responsibilitytosupportthe PPN tobe independent. Publicparticipationmustbe seenasanimportantandvaluedelementof policydevelopment, implementation,monitoringandevaluationrightthroughoutthe LA andnot justthe prerogative of the CommunitySection. Anyreportsor returnsregardingthe PPN mustbe signedby representativesof boththe PPN and LA. Where conflictarisesbetweenaPPN andLA,whichcannot be resolvedlocally,the Department of the Environment,CommunityandLocal Governmentisthe final arbiter. Theycanbe contactedviaDeirdre.kearney@environ.ie Monitoring and Evaluation Each PPN and LA shouldhave aplanto monitortheirownactivitiesagainstthe workplanandagainstthe national Guidelines. LAs and PPNs will report twice a year on their progress to the Department of Environment,CommunityandLocal Government. Satisfactorysubmissionof these reportswill triggera financial drawdown, and also identify areas of best practice and/or support needs. PPN National Advisory Group The WorkingGroupReport on CitizenEngagementwithLocal Governmentrecommendedthatthe work of the PPNs should be monitoredand evaluated regularly in line with best practice. In order to achieve thisobjective,aPPN National AdvisoryGroup hasbeenestablished toaidinthe furtherdevelopmentof PPNs. This group will provide the necessary oversight, monitoring and evaluation of the PPNs and will serve asthe channel throughwhichperformance indicatorsetcwill be collated and reported to DECLG. Each PPN and Local Authority should have agreed a formal Memorandum of Understanding to govern their operations by 30 June 2016 to facilitate the drawdown of funds in July 2016.
- 15. 13 It isintendedthatthe groupwill: 1. Developkeyperformance indicatorsforPPNsandLocal AuthoritiesinconjunctionwithDECLG. 2. Supportconsistencyandcoherentroll outof PPNsinline withnational guidelines. 3. Analyse anddiscusslocal progressandliaise withDECLGonaddressingpriorityissuesidentified. 4. Monitorprogresson the developmentandimplementationof PPNsacrossthe countryto ensure consistencyof implementationacrosslocal authorityareas. 5. Where inconsistenciesare identified,make proposalsonhow these issuescanbe resolved. 6. Reviewrole of the PPN National AdvisoryGroupin2017 and agree anyfurtherrequirementsfor the role from2018 onwards. The first meeting of the group will be convened in May 2016. It is envisaged that the group will meet fourtimesina full year, typicallyonce aquarter.Itisalsoenvisagedthatthe groupwillfacilitatenational networkingeventsforall stakeholderstonetworkwitheach other in relationto the implementationof PPNs.
- 16. 14 APPENDICES
- 17. 15 Appendix 1 Managing Membership The objective of PPN is tohave as diverse amembershipaspossible whichreflectsthe volunteerled activityinthe county/ city andis sociallyinclusive. Manyorganisationsmaybe unaware of PPN and the benefitsitcanbringthem,soit is the role of both the Secretariatandthe LA to promote membershipthroughoutthe county/city. PPNsshouldbe opentonewmembersandinparticularto groupswhoare traditionallyunder represented. These include ethnicminorities, Travellers,Roma,people livingindisadvantaged or isolatedareas,those parentingalone, - new communities(includingrefugees/asylumseekers),people withdisabilities,peopleandfamilieslivinginpoverty,peoplewhoare unemployedetc. Many of these groupsare alsotargetedbythe Social InclusionandCommunityActivationProgramme (SICAP) whichis run by Local DevelopmentCompanies,anditmaybe useful to collaborate withSICAPto outreachto these groups. The Secretariatisresponsibleformanagingthe membershipdatabase. Theymaydelegateitsoperation to a thirdparty, butit mustbe undertheircontrol anddirection. The Secretariatshouldbringtothe Plenarythe criteriaformembership(withinthe guidelines). Whena groupseeksto register,anditisnot clearif theyfitthe criteria,the Secretariatcan requestfurther information. Insome cases, acategoryof Associate membershipmaybe addedforgroupswhodo not fitall the criteria. Such groupswouldbe able toreceive informationandaccesstraining etc.,butwould not have a vote. Membergroupsshouldbe able to self-selectasCommunityandVoluntaryorSocial Inclusion organisationsbasedonthe definitionsprovided. Insome cases,the Secretariatmayofferguidance. Groups whowishtobe categorisedasEnvironmentalmustbe approvedbythe Environmental Pillar. The Secretariatcan senda listof such applicantgroups,anda descriptionof their environmental activitytoEnvironmentPillar, MACROCentre,1GreenStreet, Dublin 7,Telephone:018780116 Email: office@ien.ie Groups shouldre-registerwithPPN everyyear,toensure thattheirinformationisuptodate. It should be possible todothisusingICT ina waywhichisnot time consumingoradministrativelyburdensome. Each PPN shoulddrawup a protocol for re-registration. The PPN contactpoint(s) inamember organisationare criticallyimportantforthe distributionof newslettersandotherinformation. Assuch theyshouldbe active usersof email. Anindividual shouldnotbe the contactpointfor multiplegroups. Because of the separationof the functionsof PublicRepresentatives andthe PPN, Councillors,TDs SenatorsandMEPs shouldnotbe the PPN contact pointfor organisations. To encourage active participation,membersshouldreceiveregularinformationaboutthe PPN,its operationandhowtheycan get involved. Whiletime consuming,directoutreachtogroupshas proved veryeffectiveinexplainingthe benefitsof membership,andencouragingengagement.
- 18. 16 Appendix 2 Database Management and Data protection ClientRelationshipManagement (CRM) database DECLG invited a proposal submission for the development and implementation of a database to effectively support the work of the PPNs. What was required was a robust data and information managementsystemthatall PPN’scanuse.Additionallythere wasthe importantfactorof commonality – all using a similar and standard package. The database chosenwill, it is hoped, enable each Resource Worker to manage a variety of administrative and communications activities in relation to the work of their PPN. Salesforce Salesforce, the chosen product runs entirely in the cloud, meaning it’s all online – no software, no hardware.There are no expensive setupcosts,nomaintenance;userscanworkfromany device withan internetconnection –smartphone,tabletorlaptop.It’sa complete integratedsolutionformanagingall interactions with organisations customers/clients. Salesforce offers a powerful web based Client Relationship Management (CRM) platform. The system providesanumberof core moduleswhichcanbe readilyconfiguredtomeetthe specificneedsof users. These include; Contact management- thismodule isusedtocapture and manage informationregarding individuals,includingpersonal detail andrelatedservice information Organisation module isusedtostore detailsonorganisationsandcommunityandnetwork groups.Contactscan be linkedtoorganisations Campaigns/Programme Sessions module canbe usedtomanage eventsandmeetingssuchas linkage groupandplenarymeetings.Itwill alsosupporteventandtrainingenrolmentand management. Reports - thismodule providesaflexibleandpowerful facilitytogenerate avarietyof custom reportsto meetthe needsof the organisation The Calendarmodule providesforindividual calendarsandallowsyoutosee andshare calendarswithotherstaff. Communications– the CRMwill alsomanage masscommunicationssuchasonline Organisationsregistrations,MassEmail andan SMS textingsystem. The database will provide ameansforeachPPN Resource Workerto gatherand manage a database of memberorganisations,contactswithinthe PPN area. Itwill alsoprovide afacilityforthe Resource Workerto manage a varietyof communicationsprocessesandeventssuchasemail campaigns, newsletters,workshopsandtrainingeventsandtologand track meetingsandattendancesatmeetings. The informationgatheredwill provide dataforreporting. The systemwill initiallybe developedusing apilotgroup of PPNswithrolloutandadoptionbythe other PPNsnationwidefollowingthe pilotphase.The pilotphase commencedinlate April(2016) and will be followedbythe general roll out expectedtobe completed byyearsend.
- 19. 17 The focus of the pilotgroupphase is to workcloselywithaninitial groupof PPNsto: developthe systemtomeetcommonprocesses buildthe necessarysecuritystructure torestrictPPNsaccesstotheirowndatasets developareportsuite tomeetthe requirementsof the PPN and builda suite of national level reports. It isenvisagedthatindividual PPNsmayhave aneedfora small numberof additional recordfields and/orpicklistvaluestosupporttheirparticularoperations. The developmentteamwill examine these requirements withthe PPNsduringthe initial requirementsworkshopof the pilotgroupphase. In the matter of security, Salesforce provides various security featuresprotecting access to the system, access to data modulesandevenaccessto individual datafields.Salesforce allowsforcontrol asto who can access the system, who can access particular modules and what can be seen when accessed. As a hostedservice solutionSalesforce managessystemsenhancements/updatesanddata backup. As such organisations using the system get the benefits of updates as they become available. In the event that data records are deleted, Salesforce provides a recycle bin and a roll back and recovery mechanism for up to 15 days. Salesforce provide a facility to take a backup of the database.
- 20. 18 Appendix 3 Managing a Flat Structure Havinga flat structure ensuresthatnosingle voice orgroupof voicescontrolsthe PPN. Itmeansthat there iscollective responsibilityforgettingthingsdoneandachievingthe aimsof the workplan. This developsthe capacityof the whole groupandmeansthatall membersunderstandall aspectsof the process. In the flatstructure the final decisionsare made bythe Plenaryi.e.all the membergroups. Sothatthey can make these decisionsitisvital that theygetas muchclear andtransparentinformationaspossible. It isveryimportantthat the flatstructure is promotedinall communicationstomembersandthatthe language usedindocuments,websitesandmeetingsisinclusiveandencourageswideandopen participation. Meetingsof the Plenary,Secretariats,LinkageGroups,Municipal Districtsetc.shouldall be run usingmethodswhichencourage everyonetoparticipate equally. Waysof doingthisinclude Holdingmeetingsatdifferenttimesandinrotatingorcentral locationssothat a varietyof people canattend. Saturdaysandeveningstendtosuitvolunteers. Daytimemeetingsoften exclude workingpeople. Be aware that a time and place thatsuitscurrent membersmayput newmembersoff coming. Circulatingdocumentswell inadvance of the meetingsothatpeople willbe able toreadthem and prepare. Thisparticularlyimportantwheredelegatesmayhave todiscussissueswiththeir ownorganisations. Sittingpeople inacircle,orat round tables. Givingeverypersonanopportunitytointroduce themselvestothe whole grouportheirtable asappropriate. Havingopportunitiesforsmall groupdiscussions,orbuzzsessionswith2-3people todiscuss keyitems. Recordall pointsmade duringa meeting, viaflipchartsetc.andinclude inwritten documentationof the meeting,whichiscirculated. Thisshowspeople thattheirpointshave beenlistenedtoandtakenintoaccount. Be opentonewor innovative technologiesviaSkype,Social Mediaetcwhichcan Allowtime fornetworkingbefore,duringoraftermeetings,andmake apointof chatting to newcomersorthose whomayknow few others. Evaluate sessionsafterwardswithall participants. There are a numberof methodologieswhichcan facilitate openand intimatediscussion,and linkideaswithinalargergroupto accessthe collectivewisdominthe room. Suchtoolscan enable groupsof all sizestodeal withhugelycomplex issuesinaveryshortperiodof time. Examplesof these toolsinclude WorldCafé andOpenSpace. Secretariatsare chargedwithmanagingthe PPN betweenPlenariesanddirectingthe Resource Worker. To maintainthe flatstructure,Secretariatshave come upwithpractical waysof workingsuchas Rotatingthe facilitator/convenorof meetingsregularly(every1-2meetings). Duringthat period,thatpersoncan signdocumentsetc.onbehalf of PPN PROVIDEDthattheyare mandatedtodo so by the Secretariat. Havinga facilitator/convenorgroupe.g.the incomingfacilitator,currentfacilitatorand outgoingfacilitatorworkingtogethertoguide the process. Each role shouldalsorotate every 1-2 meetings,withall Secretariatmemberswhowishtohavinganopportunitytofacilitate.
- 21. 19 Settingupshortterm taskbasedsubgroupswhichreport to the Secretariatandultimatelyto the Plenarye.g.Finance,Communications,Membership,Recruitmentetc. Regularlyreassessingthe compositionof subgroupsandrotatingpeopleonandoff them. PPN memberswhoare not onthe Secretariatare eligible tojoinsuchsubgroupsif deemed appropriate. Havingclearprocessesandproceduresforthe PPN whichare agreedby the Plenary. The flat structure ischallengingandanon-traditionalwayof workingwhichpeople mayfinddifficult initially. However,it iscore to the missionandethosof PPN,andeverygroupmusttake stepsto implementit.
- 22. 20 Appendix 4 Secretariat Secretariat membership The membershipof the Secretariatisdesignedtobe asbroad as possible,andreflective of the diversity of the membership. Itmustinclude atleastone representativefromeachof the Municipal Districtsina county(or setgeographical areaswithinthe cities),andequal numbers(butatleasttwopeople) from each of the three electoral colleges(Environmental, Social Inclusion, CommunityandVoluntary). Where vacanciesoccur,theyshouldbe filledas soonaspossible. People electedtothe Secretariatmustbe nominatedbyamemberorganisationintheirgeographical communityorcollege. The electorate forthatpositioniscomprisedof the membersof that geographical communityorcollege. Forexample,candidatesforaSocial Inclusionvacancymustbe nominatedbya Social Inclusionorganisation,anditisonlythe Social Inclusionorganisationswhichhave a vote for thisposition. The college systemensuresthatall three distinctvoices(Environment,Social Inclusion,CommunityandVoluntary) withinPPN canbe equallyrepresentedand clearlyarticulated. No volunteerorgroupof volunteersshouldbe able to/lefttoadministerthe PPN ona longtermbasis. A trulyparticipative PPN requiresaregularrefreshingof differentroles. Asthe organisationevolves,it may be appropriate tohave rotatingretirementsfromthe Secretariattoensure continuity. Possible questionstobe considered include- What isthe processforelectingpeople tothe Secretariat? How longshouldthe termof office fora persononthe Secretariat be? How manytermscan a personserve onthe Secretariat? If a personresignsfromthe Secretariat,canthey be replacedbythe nextpersononthe panel fromthe relevantelection? How longdoesa panel lastfor? If a Secretariatmemberdoesnotattendmeetingsorparticipate inthe workwithoutapologies or reasonable excuse, howcantheybe removed? What expensesare payable toSecretariatmembers? Policiesand procedures whichare developedforthe Secretariatshouldbe ratifiedbythe Plenary.
- 23. 21 Appendix 5 Dealing with requests for PPN Representation Whena Board or Committee seeksarepresentative,theyshouldcontactthe PPN Secretariatwith detailssuchas those shownbelow. If these detailsare notforthcoming,the Secretariatshouldrequest them. The more information thatisavailable,the easieritwill be toselectthe mostappropriate representative forthe role. Title of Board or Committee Functionandscope of the Board or Committee Who are the othermembers What commitmentwouldbe expectedfromaPPN representative e.g. timeandlocationof meetings,participationinsubgroups,becomingacompanydirectoretc. What skill set(s) theywouldlike the representative tohave.(Note thesecannotbe overly restrictive e.g. “aninterestinandknowledge of issuesimpactingonpeople inpoverty”would be acceptable,whereas“be aqualifiedsocial care professional”maynot. What expensesare payable? Anyrestrictionsonmembershipof the Boardor Committee e.g. notbeinganemployee or memberof an organisationfundeddirectlybythe Boardor Committee,ornotbeinga member of anotherpillare.g. Farming,whichalreadyhasrepresentationonthe Boardor Committee,or comingfroma particulargeographical areaortype of organisation. For example, aTransport Co-OrdinationUnitcouldseekarepresentative fromeachMunicipal Districtinacounty;a Sportspartnershipcouldseekrepresentativesfromdifferenttargetgroups e.g. olderpeople, people withadisability etc. Anypotential conflictof interestwhichcouldimpactonarepresentative’sfull participationon the Board or Committee. Anyotherrelevantmatters. Election Format Each PPN shouldhave general guidelinesforthe election of representativeswhichhave beenratifiedby the Plenary. Withinthose guidelinesthe Secretariatmustthen decide– 1) If theywishto accept thisinvitationtohave representationonthis Boardor Committee 2) How longa termof office the representativesshouldhave 3) The detailsof the nomination/electionprocessincludingtimelines 4) The documentationtobe circulatedtomembers. Call for nominations The Secretariatshouldtheninformall membergroupsof thisvacancyand invite those whoare stakeholdersinthe issue tojoinaLinkage Group forthat Board or Committee. Thismusthappeninall cases. It is NOTacceptable touse an alreadyexistingLinkage Group forelections. A possible pathway is Call for nominationsfrommembersof the Linkage Group. Thismayinvolve anapplicationform where the nominee outlinestheirsuitabilityforthe seat,andtheiragreementtoreportbackto and take directionfromthe Linkage Groupand PPN.
- 24. 22 Verificationof the nomineesbythe Secretariattoensure theymeetthe criteria. Circulationof detailsof the nomineestothe Linkage Group toenable themtoconsiderthem priorto the election. The electionshouldgenerallybe heldatameetingof the Linkage Group,where the stakeholderscangatherto discussthe topicof the Board or Committee aswell asthe actual election. Insome cases,apostal or electronicvote may be appropriate. Inanycase,the processfor eligibilitytovote andvotingshouldbe clearandtransparent. Electoral processes All electionsshouldbe bysecretballot,andeachPPN shouldestablishaclearsetof electoral rules whichare agreedbythe Plenary. Itis importantthatthese rules are robust,as theymaybe opento challenge. Eachindependentgroupisentitledtoonlyone vote,andanindividual canonlyvote on behalf onone group. The actual electioncanbe carriedout ina numberof ways. The simplestis“firstpastthe post”, but the most representativeisProportionalRepresentationbysingle transferrable vote aswithaGeneral Election. However,itcanbe difficulttomanage the countwhenthe electorate issmall. Another variation“Eurovision”involvesassigning12 votestothe topcandidate oneach ballotpaper,10 tothe next,7 to the nextand 6,5, 4 etc. The candidateswiththe highestnumberof votesare elected. Using these processesshouldreduce the likelihoodof atie. However,if atie doesoccur, andneither candidate iswillingtoyield,thendrawinglotsmaybe usedtodecide whogetsthe seat. In some cases,a Board or Committee will allow analternate representative tobe appointed,toattend whenthe elected personcannot. Thisshouldgenerallybe the personwiththe nexthighestvotes. Both the representative andthe alternate shouldbe involvedinthe Linkage Group. Inanycase the recordsof the ballotshouldbe keptincase the representative cannolongerattendmeetingsetc. All representativesshouldbe ratifiedbythe Plenaryattheirnextavailable meeting.
- 25. 23 Appendix 6 Roles, Rights and Responsibilities of Linkage Group A Linkage Group for a Board or Committee isacollectionof PPN memberorganisations whoare stakeholders orhave a particularinterestorexpertiseinthe issuesbeingdiscussedatthat Board or Committee. The PPN willinvite all membergroupstojoina Linkage Group,andall who wishtojoincan do so,nominatingindividualstoattendontheirbehalf. Role of the Linkage Groupis to Elect representative(s) tothe Boardor Committee Discussand debate the mattersbeingdiscussedbythe Boardor Committee,toinformthe representative(s),andwhere relevanttoprioritise anddeveloppolicy positions. To mandate the representative tobringforwardthe diversityof viewswithinthe LinkageGroup to the Board or Committee. Agree andimplementawayof communicatingwiththe representative(s) andwitheachother, whichiseffective andrealistic. Withthe Secretariattocensure /remove the representative(s) if theyare notfulfillingthe termsof theirappointment. To work withthe PPN Secretariatandreportto the Plenaryasrelevant. To work collaborativelywithotherLinkage Groupsand representativesinfurtherance of the aimsof PPN. ResponsibilitiesofLinkage Group membersare to To operate inaccordance withthe principles andvalues of PPN. Make themselvesaware of whatthe Boardor Committee theyare linkedtocanand cannotdo, havingrealisticexpectationsof whatarepresentative canachieve,andunderstanding confidentialityissueswhichmayarise. Be opentoneworganisationsjoiningthe Linkage Group,andto actively seekthe inputof all groups whohave an interestinthe area,particularlythose whoare traditionallyexcluded. Communicate andengage clearlyandopenlywiththe representativeandotherLinkage Group members,recognisingthatthere maybe differingviewsexpressedonissues,andthatthe representative mustbringthe diversityof viewstothe Boardor Committee. Take the time toread / absorb/ understandcommunicationsthatare received. Seektodeveloprealisticpolicyproposalstoaddressissuesraisedandsupportthe representative to bringviewsforward,byprovidingrelevantfactsandresearchwhere possible. Feedbackto theirownmembergroupsonthe workof the Linkage Groupand Board or Committee. Informthe widerPPN of keyissuesand policypositions. Keeprecordsof dates,attendance,outputsetc. formeetings(virtual orface toface) Rights of the Linkage Group membersare to Receive relevantinformationaboutthe workof the Board or Committee tohelpthemtoparticipate fully.
- 26. 24 Receive regularcommunications(atleastasfrequentlyas Boardor Committee meetings are held) fromthe representativeonmatterssuchas o Datesof Board or Committee meetings o AgendasforBoard or Committee meetings o Reportsfrom Board or Committee meetings o Itemswhichrequire theirinput Have regulardiscussionsbyanagreedmechanism(face toface / Skype conferencecalls/email / social mediagroups etc.). Have theirissuesbroughtforwardbythe rep. Have Linkage Group discussionsfacilitatedinanopeninclusive way,andthe viewsof all members accommodated.
- 27. 25 Appendix 7 Role, Rights and Responsibilities of a PPN Representative A representative iselectedforafixedtermtorepresentthe issuesof PPN membersonaparticular Board or Committee. Theirelectiontakesplace accordingtoproceduresestablishedbythe Secretariat and approvedbythe Plenary. Role of the Representative isto Attendandparticipate fullyinmeetingsof the Linkage Group andBoardor Committee,including any subgroupstowhichtheymaybe appointed Bringforwardthe issuesof the Linkage Group to the Board or Committee fortheirconsideration, includingputtingitemsonthe agenda. Theyare not there justto representtheirowngroupor agenda. Work collaborativelywiththe LinkageGrouptoidentifyissues,research,policyproposalsetc. Communicate regularly(atleastasfrequentlyasmeetingsare held)with the Linkage Groupon matterssuch as o Datesof Board or Committee meetings o AgendasforBoard or Committee meetings o Reportsand Feedbackfrom Boardor Committee meetings o Itemswhichrequire theirinputorare of interest Networkandworkstrategicallywithother BoardorCommittee membersforthe benefitof the Linkage Group and of PPN,includingbeing able tocompromisewhile retainingthe core objective. Responsibilitiesofthe Representative are to Organise Linkage GroupMeetings andeffective twowaycommunicationswithLinkage Group members[withthe supportof the resource worker] Be able touse basic electroniccommunicationseffectively(i.e.email andinternetbrowsing) Prepare thoroughlyfor,attendandparticipate actively inLinkage Groupand Boardor Committee meetingssolelyonbehalfof PPN,leavinganypersonal,businessorpoliticalinterestsoutside Work openlyandcollaborativelywithall Linkage Groupmemberstoidentifyissues,research,policy proposalsetc.,respectingthe diversityof viewsexpressed. Put forwardopinions/viewsof Linkage Groupto The Board or Committee andfeedbackclearly (non-jargon) tothe Linkage Group AttendrelevanttrainingornetworkingeventsorganisedbyPPN orthe Committee. Be openandhonestindealingswithall stakeholders Buildpositive relationshipswithothercommittee membersforthe benefit of the PPN. Portraythe PPN andthe Linkage Groupina positive andconstructiveway. Rights of the representative are to Have active engagementfromthe Linkage Group,includingtimelyresponsestoissues. Be heardand respectedatboththe Linkage Groupand Board or Committee,withanappreciation that theyare a volunteer.
- 28. 26 Be supportedbybothLinkage Groupand Board or Committee members,understandingthatPPN is a newand evolvingprocess. Have access to an agreedoutcome statementfrommeetingswhichcanbe circulatedimmediately afterwards. Receive relevanttrainingtoenable themtoparticipate effectivelyon the Board or Committee Receive expensesforattending BoardorCommittee meetings includinganysubgroupsandrelevant training. Have at leastsome meetingsheldatatime and locationwhichfacilitatesthem. Receive an inductionpackforthe Board or Committee ontakingupappointmenttoinclude o Termsof reference o Standingorders/procedures o Meetingschedules,locationsandtimes o Contact detailsforall Boardor Committee members o Accessto technical supportwhere required Receive timelynotice of meetings(atleasttwoweeksinadvance,andmore if possible) including o Datesand venues o Agenda o Documentstobe read Have meetingsconductedinawaythat facilitatesparticipation,opendiscussionandtransparent decisionmaking.
- 29. 27 Appendix 8 Rights and responsibilities of a Board/Committee with PPN representation The way inwhichthe Committee conductsitsbusinesshasa huge impacton the effectivenessof PPN representation. Anoverformalandrigidprocesscanmake participationdifficult. Anopenfacilitative style can make iteasyfor all memberstoparticipate andcontribute. The followingrightsand responsibilitiesare generallywithinthe remitof the Chairor Chief Officer(orequivalent). The majority are likelytobe alreadyinplace. Responsibilitiesofthe Board or Committee are To have and communicate cleartermsof reference andprocedures/standingordersand avision for the Board or Committee. To holdregularmeetingsattimes,datesandlocations thatfacilitates the participationof volunteers. Ideallythese datesshouldbe setannually. To holdan inductionmeetingandhave aninductionpackfor new memberstoexplainthe processesandproceduresof the Boardor Committee. To setthe agendainconsultationwithmembersandtoenable memberstoput itemsonthe agenda. To give one month’snotice of meetingsandtocirculate the agendaandany documentationfor readingat absolute minimumtwoweeksinadvance. Thisistofacilitate PPN memberstoconsult withtheirlinkage groupbefore the meetingandtoensure thatmembershave adequate informationwithwhichtomake commentsanddecisions. To chair the meetinginanopenand transparentwayas to enable andvalue the contributionof all membersandfostersaculture of active listening. Thisshouldinclude givingenoughtime for discussionanddeliberationof items,andif requiredsettingupsubgroupstobring recommendationstothe main Board or Committee. Decisionsshouldbe made inanopenand transparentway. To ensure thatany conflictsof interestare clearlystatedanddealtwithappropriately. To include all pointsof discussionwithinthe minutes,andnottodismissthose whichmaybe considered“onlyrelevanttoafew”. To produce an agreed“meetingoutcome”documentatthe endof eachmeetingwhichcanbe sharedwiththe Linkage Group. To pay travel andotherexpensestomembers To offerrelevanttrainingtoall membersandtoprovide supporttomembersininterpreting technical documents. To reviewthe workingsof the Boardor Committee onaregularbasisand to take on boardany recommendations. Rights of the Board or Committee Memberswill attendmeetings,orsendtheiralternate (where possible) Memberswill prepare thoroughlyformeetings,andbe able tocontribute fully Members will feedbacktotheirPPN Linkage Groupsandtake directionfromthem Memberswill take afull part inthe workingsof the Board or Committee includingparticipationin subgroups,consultationsetc. Memberswill be openandhonestintheirdealingswiththe Boardor Committee,declaringany conflicts of interest.
- 30. 28 Appendix 9 Glossary of terms There are a broad range of definitionscoveringthe nature andscope of publicparticipationandlocal government. Some of these are explained below: Active citizenshipmeansbeingaware of,andcaringabout, the welfare of fellow citizens,recognising that we live asmembersof communitiesandthereforedependonothersinourdailylives. CommunityDevelopmentreferstobotha sector withinthe overall voluntaryandcommunitysector and a distinctive approachtoworking forsocial andeconomicdevelopmentandchange.Thisapproach involvesindividual andcollective empowerment,enablingandsupportingmembersof acommunity(of place,identityorinterest) toworkcollectively,toimprove the qualityof theirlives,theircommunity and theirsociety.This“community-led”approachisoftenbutnot exclusivelybasedonan understandingthatthose affectedbypovertyand/ordisadvantage are oftenexcludedfromsocietydue to discrimination,prejudice,lackof resources,skills,confidence and/oreducation. Communityrefersto a place (suchas a neighbourhoodorwiderarea),identity(suchasbelongingtoan ethnicgroup),orinterest(suchasa commitmentincommonwithothers,forexample,disabilityrights). LCDC: Local CommunityDevelopmentCommittee –a Local AuthorityCommitteewithpublicand private memberswhichoverseescommunitydevelopmentprogrammesinanarea. PPNstypicallyhave 5 membersonthatcommittee. Linkage Group:A group of stakeholdersona particularissue whomeettomake policy recommendationsandworkcloselywitharepresentative. Local Authority (LA): The Departmentof the Environment,CommunityandLocal Governmentoversees the operationanddevelopmentof the local governmentsystemandprovidesthe policyframework withinwhichlocal authoritiesworkanddeliverservicestothe communitiesthattheyrepresentand serve. Article 28A of the IrishConstitution recognisesthe role of local governmentinprovidingaforum for the democraticrepresentationof communitiesandinexercisingand performingpowersconferred by law. Membersare electedtoalocal electoral areainrespectof a local authorityandwhere thatlocal electoral areaissituatedina municipal district,those memberscomprisethe council membershipfor that municipal districtinadditiontoformingpartof the plenarycouncil forthe entire local authority. Local authoritiesare multi-purpose bodiesresponsible fordeliveringabroadrange of servicesin relationtoroads;traffic;planning;housing;economicandcommunity development;environment, recreationandamenityservices; fire servicesandmaintainingthe registerof electors. The electedcouncil isthe policymakingforumof the local authority;the municipal districtmembersact as a decision-making sub-formation of the overall council in respect of their municipal district area. Elected councils (operating at local authority or municipal district level) exercise ‘reserved functions’ defined in law across a range of legislation. The day-to-day management of a local authority is carried out by the executive,i.e.the full-time officialsledbythe chief executive. The chief executivehasa duty to advise and assist the elected council in the exercise of their functions.
- 31. 29 Local Authoritiesplayakeyrole insupportingeconomicdevelopmentandenterprise atalocal level. Local Governmentsupportonthe groundiscritical to the successof manyinitiativeswhichdrive local communities. These range fromlocal festivalsandevents;designof streetscapesandvillage renewal schemes;supportformicro-enterprises,businessparksandincubationunits;involvementin energyefficiencyprojects;promotionof rural broadband;planningformajorinvestmentsinthe green economy. Local Developmentinvolvesempoweringlocal communitiestosponsorinnovativestrategiesand projectsforenterprise,improvingemploymentopportunities,education,trainingandcommunity developmentaswell asenablingthemtofocusmainstreamprogrammesinabetterwayintheirlocal areas (Crickley,2000: 17). Not for profit organisations are those whose objective istoploughanysurplusincome generatedback intothe organisationandnotpay a dividendtoshareholders. Itincludesahuge range of organisations fromverysmall groupswithno income tolarge charities. Participation meanscombiningelementsof the top-downandthe community-ledwhere representativesof bothcan come togethertopromote agreedstrategies.Itnecessitatesbuildingsocial capital so that membersof communitiescanmove upfromthe basic ‘information’level,whichmeans merelycommentingonanagency’sintentions,throughconsultativeandrepresentative stages,tothe ‘participation’level involvingcontinuousengagementindecision-making(O’Keefe;2008: 28). Participative (or participatory) democracy relatestowaysin whichindividualsandcommunitieshave waysof influencingthe determinationof specificissues,includingthroughreferenda,discussionfora, committees,consultative procedures,opinionpollsandothermeansof establishingthe viewsof individualsandgroups.(PuttingPeople First –ActionProgramme forEffective Local Government) Participative community basedplanning isa structuredprocessthroughwhichmembersof a communityare activelyinvolvedinidentifyingissuesandsettingprioritiesforactionfortheirarea. Plenary:All groupsin a PPN Social Economy consistsof enterprisesthattrade fora social or societal purpose,where atleastpartof theirincome isearnedfromtradingactivity,theyare separate fromgovernment,andwhere their surplusisprimarilyreinvestedinthe social objective. Social Inclusion: activitycentredonworkingtoimprove the life chancesandopportunitiesof those whoare marginalisedinsociety,livingin povertyorinunemploymentusingcommunitydevelopment approachesto buildsustainable communities,wherethe valuesof equalityandinclusionare promoted and humanrightsare respected. Social innovationsare newideas(products,servicesandmodels) thatsimultaneouslymeetsocial needs(more effectivelythanalternatives) andcreate new social relationshipsorcollaborationsand provide innovative solutionstosocial orenvironmental problems. SPC: Strategic PolicyCommittee – a Local AuthorityCommitteecomprisedof councillorsandexternal stakeholderswhichmakespolicyproposalsonissuessuchasHousing,Environment,Communityetc. Typically, LAshave 4-5 SPCsand eachhas some PPN representation. Sustainable Developmentisdevelopmentthatmeets the needsof the presentwithoutcompromising the abilityof future generationstomeettheirownneeds.
- 32. 30 Volunteeringisthe commitmentof time andenergyforthe benefitof societyandthe community,the environmentorindividuals.Itisundertakenfreely andbychoice,withoutconcernforfinancialgain. Volunteeringhelpscreate avibrantcivil andactive societyinwhichindividualsare encouragedand enabledtoparticipate fully.Thisisanessential componentof amature democracy. Volunteer-ledorganisationsare those whichare governedbya groupof volunteersactingasa committee,boardorotherstructure. Well-beingreferstoaperson’sphysical,social andmental state.Itrequiresthatbasicneedsare met, that people have asense of purpose,andthattheyfeel able toachieve importantgoals,toparticipate insocietyandto live the livestheyvalue andhave reasontovalue.