Beyond Feedback - Being seen to listen requires imagination and forward-planning

Almost everyone agrees that one of the biggest weaknesses of public and stakeholder consultation is inadequate feedback to respondents and the public.

But, just for a moment, imagine the best, the most comprehensive feedback you’ve ever seen. None of the usual fudging (Many respondents wanted to see…..), ducking and weaving ( ..views on issues which strictly fall outside the remit of this …..) - just honest, straightforward reporting of what people said. Also assume that this document has been well-designed, sent to all the right people and given appropriate publicity.

Surely this is enough. Who can possibly complain? The truth is that best practice consultation needs more than feedback. It needs to convince an often sceptical public that their views have been properly considered, and that’s not always easy. Ironically, it is easier to prove the reverse. In last year’s Court case where the Northern Ireland Consumer Council challenged the Minister’s decision over water charges, part of its case was that he had made his decision within three days of the consultation closing date. The Judge found that there was no way that the huge response could have been considered in that time.

So how do we prove that we are really listening? Would public evidence-gathering sessions help? Should more stakeholder groups be invited to formal meetings to debate the issue? Should consultors be more willing to open up fresh debate on aspects upon which respondents feel strongly? Would a more detailed and better argued response be more useful? And how about relying more on independent third parties to analyse and interpret the responses and present the findings to the consultor ….in public?

Then there is the question of time. There are serious question-marks over the DTI’s decision to follow up a national 12 week consultation about post office closures with 6-week local consultations about the detailed closure plans. Whatever their intention, it makes it look as if they are less ready to listen at precisely the stage where the stakes are highest for those who fear a reduction in services. If the process looks as if it’s being conducted in haste, it suggests that the decision will be taken at similar speed. It may not quite be planned that way, but that’s the way it looks.

Timing plays an important part in all this. The best assurance that views can be properly considered is to ask the questions early enough, when minds are more open and before positions become entrenched. That way, the whole nature of the dialogue feels more open, participants can engage more transparently, and when feedback is published, there is time to prepare more detailed plans and subject them to public scrutiny and, if necessary further consultation. An iterative process has much to commend it, and almost always produces better results and better policies.

Trigger points

• Do your feedback documents do justice to the responses you have received?
• What do you do, visibly, to convince stakeholders that they are being listened to?
• Have you provided enough time for the whole exercise?

This is the 86th 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