Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48 Page 49 Page 50 Page 51 Page 52 Page 53 Page 54 Page 55 Page 56 Page 57 Page 58 Page 59 Page 60 Page 61 Page 62 Page 63 Page 64 Page 65 Page 66 Page 67 Page 68 Page 69 Page 70 Page 71 Page 72 Page 73 Page 74 Page 75 Page 76 Page 77 Page 78 Page 79 Page 8055 Community Involvement This section examines the extent to which the managing organisation: + understands the community it seeks to serve + actively and appropriately involves members of the community in making decisions about the site’s development + provides opportunities for active participation in site projects + ensures that there is appropriate provision of recreational facilities and activities for all sectors of the community Understanding the community is assessed in Section 7 Marketing and Communication, and the marketing strategy would contain an analysis of who the site currently serves, and who they would like to include. Armed with this information, this section is examined under two sub-criteria: 22 Community Involvement in Management and Development 23 Appropriate Provision for Community 22 Community Involvement in Management and Development This should be entirely appropriate to the site and the needs of the local community and will vary hugely. Judges will be interested in whether and how representative members of the community (current users and other people local to the site who could use it more) have been identified and actively involved (not simply consulted) in the management and key developmental decisions about the site. Judges will seek to understand that this engagement role is properly resourced with skilled staff, and that people within the wider managing organisation also support this work. Current and future plans should be detailed in the management plan, and judges may like to discuss with the management their approaches to this, and, if possible, to meet community representatives on site. Managers should have examined + Who is and who could be involved with the space? + How could they be involved with the space? They should also have approached these groups and sought to engage them Some issues to consider: + A variety of methods could be used to involve communities, including: forums, questionnaires, surveys, as well as outreach work to schools, youth organisations, faith groups and organisations that represent people with disabilities. Particular consultation should be aimed at the 13–19 age group, often one of the hardest groups to engage with + Providing evidence of active engagement with, and understanding of, communities might be the analysis of survey results or outcomes or decisions made at community forum meetings, ideally summarised and referenced in the management plan + It is important that groups are fairly represented and conflicting demands are equitably balanced when decisions, particularly those involving significant redesign and investment, are made Section 6