Originally published 20 December 2004. This article is retained from the tCI archive. Law, policy or practice may have changed since publication.
“Chris! I’ll need you to organise a consultation on this issue……..”
“So how long have we got ?”
“Oh, don’t worry about it - you’ll get your three months - and a bit extra if we’re lucky……..”
“That’s all right, then ……”
WRONG! It’s not all right. The 12-week rule, recently re-inforced by the Government’s code of practice is gradually seeping into the consciousness of managers, but it isn’t anything like enough. The consultation window needs between one and three months lead-time, depending upon the methods to be used. We may be able to hire a school hall at three weeks’ notice, but try drafting, editing, proof-reading, designing and printing a complex inter-departmental policy paper in less than three months …
Then there is also the time required after the closing date for submissions. Some consultations may have only a few responses; but some have hundreds if not thousands. Doing justice to those stakeholders who have participated means taking pains (yes, pains) to analyse the data thoroughly and then to figure out what it means. Too many consultations finish in a bum’s rush as the information gathered is thrown into the metaphorical wheel-barrow, and wheeled across to the decision-makers.
It’s time to move from the wheel-barrow to something better. One option is the conveyor belt. During the course of the consultation period, decision-makers should be given updates of progress, and a synopsis of the views expressed since the last report. The other option is a shiny new container lorry. Care has to be taken to find everything of relevance, and to package it VERY professionally in a bullet-proof container. Then it is delivered door-to-door, arriving just-in-time at the precise place it is required.
For best results, we should all work back from the decision window. How long is it before this decision has to be taken? If this is six months or less, it may be better to acknowledge that a full-scale public consultation may not be possible. This is better than to go through the motions only for stakeholders to become disillusioned when they realise that their efforts had to be analysed so quickly that their chance to influence the decision lost all credibility.
Trigger points
- Prepare a decision-calendar so that everyone has visibility of the scope for consultations
- Develop pre-defined processes to swing into action quickly - to minimise planning time
- Think through the best way to influence the decision with consultation results.
This is the 8th Tuesday Topic; a full list of subjects covered is available for Institute members and is a valuable resource covering so many aspects of consultation and engagement