Department for Levelling Up, Housing and Communities
Welcome to our digital citizen engagement toolkit which is designed to support local authorities in using digital tools for improved consultations and engagement in planning.
Developed with a user-centred ethos, our toolkit follows a 7-step user journey to support an effective project approach to consultation. The guidance and tools referenced are designed to help improve community interactions, fostering a more inclusive and participatory planning system.
Your approach to digital citizen engagement should align with the Local Digital Declaration and take into account the specific needs of your community and key stakeholders.
Securing funding and organisational approval for using digital approaches in planning is crucial, and local planning authority (LPA) planning officers are often expected to highlight the opportunities and support the need for change. A persuasive business case is key to project success, laying the groundwork for internal and external support. Attention to detail at this stage not only shapes the project’s direction but also addresses internal hurdles, such as convincing senior managers of the value of a digital approach. While many LPAs involved in the Department for Levelling Up, Housing and Communities (DLUHC) PropTech Innovation Fund received funding support for their project, a level of senior buy-in was still required to justify resourcing and prioritisation alongside delivering wider planning and consultation projects. The best way to gain support for the use of digital tools will vary among local authorities based on willingness to innovate and whether the approaches align with broader transformation strategies. Therefore, generating buy-in goes beyond developing a business case – it also involves understanding the ‘art of the possible’ for new solutions and approaches. To support this, we have provided additional resources developed through the fund below: To secure internal support for your project you may need to provide justification for it by completing a business case. A business case is a document that outlines the reasons for undertaking a project from a financial and strategic perspective. Many councils use, or base their business case templates on, the ‘five case model’ which is set out in Guide to developing the Project Business Case (publishing.service.gov.uk). An effective business case should support your project by: Develop and agree a clear project mission statement A project mission statement is a clear declaration stating the purpose, goals, and values of a project. It guides decision-making throughout the project cycle. Ensure the mission statement aligns with the digital project’s approach, focusing on technological advancements, user experience, and digital transformation. You should clearly explain how the digital solution will tackle challenges and offer innovative solutions. Conduct stakeholder workshops to inform project outcomes, project delivery and resource planning These workshops could include: Identify opportunities to link in outcomes with wider council and corporate objectives Your digital consultation will raise awareness of your specific project but also your council as whole, so it’s important to ensure all messages align with wider goals. Plan sufficient time for approvals The sign-off process may take longer for a digital project as senior stakeholders familiarise themselves with new approaches, and you may need to adapt to unexpected challenges. Demonstrating the value of a new approach Reiterating the positive impact of digital approaches is helpful in continuing to ensure buy-in. Royal Borough of Kensington and Chelsea: “We learned that getting buy-in from directors and cabinet members early on in the process was vital to getting internal approval.” Plymouth City: Plymouth City council found that a clear mission statement developed and agreed with senior officers is important to the development of consistent objectives for potential project delivery and funding spend. They also reported that it is important to align the development of consistent objectives for potential project delivery and funding spend. Harlow and Gilston Garden Town: HGGT found that it was important to clearly define the project purpose, ideally to a single understandable sentence and project name, so that it could be utilised at all levels. Watford Borough Council: ‘Brief and include your head of portfolio for planning and key stakeholders from an early stage – later, because our portfolio holder was already aware and supportive of the project this helped when we rolled it out to all members
Successful DCE projects rely on a team with different skills working together effectively. Having clear roles, responsibilities, and decision-making processes from the start will support the team to succeed.. This will help everyone to communicate well, understand the project goals, and work together smoothly. This clear structure keeps things efficient and helps the team work well together throughout the project. Cross-functional collaboration Supplier support Changing scope and nature of teams South West Hertfordshire: “The successful deployment of a planning consultation shouldn’t be left to planners. Planning Officers need the support of digital experts, graphic designers and communications specialists to bring the consultation to life and help ensure engagement with the widest possible audience.” Define team roles A project management approach Regular meetings should be scheduled between project team members to make sure work is progressing well, is not duplicated and remains in scope. Use adaptive project management tools Using software and methodologies designed to support project management can be helpful. Have a look at Trello and Monday.com, which have free versions you can start using straight away to organise your team and help prioritise tasks. Identify and establish baseline data Clearly define your objectives early Defining your objectives from the start helps you and your team stay on the same page. Your digital project objectives are the outcomes you hope to achieve, so make them ‘SMART’: specific, measurable, attainable, realistic and time bound. Clear objectives will help you track your progress, measure success and make sure your project fits into your overall organisational plans. Regular updates Decide who will get progress updates and how you’ll share them and who will handle the reporting. Look for any connections to other projects, inside and outside your organisation, and how they might impact each other to factor this into your reporting process. It may be that the reporting frequency should change at different stages of your project timeline. Risk management Identify potential risks, assess their impact and likelihood and develop strategies to manage these risks effectively. Consider creating a risk register to regularly refer to in planning and progress meetings. This will help you keep track of the status of risks and agree risk mitigations. Government Frameworks on how to assess and manage risks are available here: https://www.gov.uk/government/publications/management-of-risk-in-government-framework Financial oversight Work with internal finance teams and if applicable your suppliers, to review budgets and expenditure, and run audits and assessments. This to maintain transparency and accountability and ensure you are keeping to your targets. The majority of projects within the PropTech Innovation Fund have been led by planners, however a range of multi-disciplinary specialisms were brought in to support delivery.
Stage 1: getting budget and buy-in
Step 1: developing a business case
What a business case is
The processes that LPAs should follow and be aware of
Examples and evidence
Stage 2: establish ways of working
Step 1: establish your internal project team
Promote diversity and divergent perspectives
Embracing a diverse range of perspectives, backgrounds and mindsets helps us deliver better public services and enriches problem-solving and innovation. Creating an inclusive environment where team members feel comfortable sharing ideas and experiences will inform and improve your team’s way of working.
Make sure you connect with colleagues across various departments within your organisation. Collaborate with teams in communications, resident or citizen insights, stakeholder engagement, IT, finance, procurement, legal and any other project specific teams. This open and collaborative way of working helps make sure digital tool adoption works for the whole organisation and brings wider skills into the project.
Where your team lacks specific skills or resources, think about allocating a budget for external suppliers. These suppliers can provide expertise in critical areas. Whether it’s for legal compliance, IT infrastructure, or other specialised needs, bringing in external support can bridge skill gaps and facilitate successful digital tool adoption.
Be prepared to change and iterate as you go. Your team’s size and the roles you need may change as you go through your digital project. Step 2: agree project management and delivery
Make sure team members’ roles and responsibilities are clearly defined for project delivery. If colleagues are overloaded or there is a lack of clear roles and responsibilities, progress will slow down. You may find it helpful to have an early kick-off meeting with all relevant team members to make sure expectations and goals are clear and shared.
Clearly planned and executed activities will support the delivery of your project and help to ensure effective management, service improvements and value for money.
Meeting schedulesStep 3: agree objectives and target outcomes
It’s important to set a starting point by defining the metrics you want to measure before you start any project. This involves gathering essential information about a current state before implementing any changes or interventions. This baseline acts as a reference, helping you assess how well your efforts are working and allowing you to make informed decisions based on your progress.Step 4: Establish governance practices
Examples and evidence