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.