our commitment side

Stakeholder Engagement

Everyone has a say in how our cities and regions evolve

Engagement is core to what we do. To plan and successfully deliver our projects we work with government agencies, local councils, the private sector and local communities.

The Landcom Act requires us to consider the interests of the communities in which we work. This can be challenging at times because development can be a sensitive issue and needs to balance the needs and interests of different communities.

As a state-owned corporation, our projects need to consider sometimes contrasting stakeholder interests. We seek the input of all those who have a stake in the outcomes of what we do, to inform our projects and enable the Government to make better decisions that balance the needs of different communities.

Our commitment

To succeed, we need meaningful participation from the many organisations, people and groups who have a stake in the evolution of our regions and cities, including the communities who know them best. 

Our Engagement Charter outlines our commitment to stakeholder engagement and to continued learning and improvement in our engagement practice, to help realise our ambition to improve the supply, diversity and affordability of new housing in Sydney and NSW by partnering with others and showing leadership.

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Why is engagement so important?

Due to the large scale, long life and complexity of our projects, we understand the importance of including a broad range of people, groups and organisations in our processes.

For community, business, industry and professional stakeholders, meaningful engagement is an essential part of good government processes. People have a right to be informed, at a minimum, about decisions that may affect them, and their participation can improve project decisions and outcomes.

For Landcom, proper engagement is also essential to us achieving and maintaining a social licence – the ‘permission’ granted to us by society to do what we’ve been tasked by government to do.

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Effective engagement with stakeholders helps:

  • create shared understanding of different stakeholders’ feelings, needs and interests
  • guide shared understanding of project opportunities and constraints
  • identify local and specialist knowledge, information and ideas to shape projects
  • flag and manage project risks
  • manage expectations about project outcomes and encourage accountability
  • build stronger relationships.

If stakeholders are well engaged and they feel that our project processes are clear and fair, this ultimately helps increase their level of trust in us. This trust is a precondition of social licence.

Engagement principles

Our approach to engaging stakeholders is widely accepted and promoted by engagement advocates in Australia and around the world. Our approach reflects on the following principles:

  • Collaboration

    Working with stakeholders with an interest in delivering positive project outcomes

  • Purposeful

    Planning and resourcing engagement to support project delivery

  • Proactive

    Engaging stakeholders early and throughout project planning and delivery and making it easy for them to participate

  • Accountability

    Being clear about the purpose of engagement, level of stakeholder influence and how the influence has shaped recommendations and decisions

  • Inclusive

    Engaging stakeholders with different needs and interests

Who we engage with

Our stakeholders typically include people in the following groups:

 

Government

  • Premier and the Department of Premier and Cabinet
  • Landcom portfolio and shareholder Ministers and their staff
  • Other Ministers and their staff
  • State government partners
  • Local government partners – officers and elected members
  • Other state agencies, corporations and utilities
  • Other local government officers and elected members
  • Regional Organisations of Councils
  • Members of Parliament
  • Federal agencies
  • Interstate government land agencies.

Community and business

  • Residents, visitors and workers in and around project areas
  • Community members from broader Sydney and regional NSW
  • Community groups and special interest groups
  • Resident actions groups
  • Advocacy groups
  • Young people
  • People with a disability
  • Aboriginal and Torres Strait Islander people
  • Culturally and linguistically diverse people
  • Environment groups
  • Sporting groups and clubs
  • Business chambers and other groups
  • General public and businesses
  • Media organisations – metro, local and community language.

Industry and Professionals

  • Industry associations
  • Professional associations
  • Tertiary education institutions including universities and tafes, and their students.

Internal

  • Landcom board
  • Executive management team
  • Operational committees
  • Corporate and project staff.

When things go from good to bad

Development has the power to change our neighbourhoods, cities and regions; it can be a heated public issue. 

Stakeholders can become upset by proposed development and have concerns about the way development is planned and delivered. Engagement helps ensure stakeholders know about our projects and enables us to understand stakeholder needs and concerns and shape project plans with this understanding.

We always welcome feedback on how we engage and how we report and respond to feedback we get from our stakeholders. 

While we seek to engage with all stakeholders, including those who may be feeling upset or angry, this is never at the risk of the health, safety and wellbeing of Landcom staff. Occasionally our efforts to engage with individual stakeholders become unconstructive. When needed, we refer to the NSW Ombudsman’s Guidelines   for responding to people who are threatening, aggressive or violent.