Originally published 14 October 2008. This article is retained from the tCI archive. Law, policy or practice may have changed since publication.
Public engagement is not recession-proof.
There are those who argue that global economic meltdown, failing banks, and stock market freefalls create a situation that cries out for greater citizen involvement. After all, as of last week, we’re all a lot more involved ...at least in shoring up the financial system. But sadly, such optimists, whilst right in principle, may yet be disappointed. If there are swingeing cuts in public expenditure, job losses and a lasting recession, it will quickly become difficult to argue for scarce resources for public consultation. Long before the credit crunch, critics of public engagement complained that money was being squandered on consultations where the decision had already been taken, or on tokenistic tickbox exercises. Just read Mathew Parris’ famous polemic two years ago, or the Times editorial diatribe when Ed Balls launched an expensive mega-consultation last year! One cannot imagine securing seven-figure sums for many generalised “Tell us what you think” projects in the coming months. Hand over the hair-shirt, please!
But if that’s the bad news, there are many positives that might emerge from a period of belt-tightening. Fewer but better has been the informal motto of the Consultation Institute since it began, and it would do no harm for the absolute number of formal consultations to reduce, provided that those that remained were undertaken more professionally. At local level, it may need a shock to the system to force reluctant Councils, Health Trusts, Police and others to stop duplicating each other’s work and to collaborate more seriously. Is now the time for them to share a single Public engagement unit, working under the auspices of an LSP, rather than continue to do their own things?
We will also need to become far more targeted in our approach. Sending everything to everybody increases costs and often gives people a subliminal message that consultors lack the ability to identify those that are most directly affected by their proposals. Often qualitative dialogues are not only better- they’re cheaper too! We may also see an upsurge in the use of e-participation for, once the initial investment is made, online dialogues can be very cost-effective. Provided adequate efforts are made to engage with those who cannot or will not use technology-based methods, there is no longer a case for holding back on these techniques.
The biggest danger is in fuelling public disillusionment as the time-lag between dialogue and delivery becomes extended. Nowhere is this more challenging than in major urban re-generation projects where spatial planning meets community development and where some of the country’s more intractable socio-economic problems are most evident. As building projects are delayed, and infrastructure investments lag further behind, we risk losing the commitment of communities to positive change. We don’t particularly want to encourage the “I told you it would never happen” brigade.
Uncertainties on the delivery of policy changes, just like physical or environmental improvements, means that public bodies will need to be even more diligent in providing feedback, and keeping their stakeholders informed, in the crucial period following consultation. History shows that communities can be remarkably resilient in responding to hardships through a mixture of self-help and focused volunteerism; what they do not tolerate are public organisations that continue to pump out PR spin and lack candour and transparency. If what people wanted cannot be delivered, be honest and say so .... and explain why.
If global banking confidence is soon restored, and public expenditure survives largely intact, this Topic may prove to have been pessimistic. But, unless this happens, those who need to plan for effective public engagement would do well to observe three key guidelines in the period to come:-
1. Do what’s necessary, not what others may have done in the recent past. Case studies of elaborate consultations in recent years may prove to be the least relevant pointers to the future ..... 2. Leverage existing dialogue machinery rather than invent new ones. (Citizens Panels are a good case in point – just use them better!) 3. Keep it simple, cost-effective and focused
Trigger points
- Now is the time to start re-examining our entire public engagement strategies to accommodate a more stringent financial environment
- Start influencing public expectations as to the likely nature and shape of future engagement exercises
- Consider attending Institute events that will – in the coming months - focus strongly on adapting to this new environment (click event title for more details):- Panels 4, October 22, Birmingham – as Citizens Panels have much untapped potential Regeneration Seminar – Avoiding a crisis in public engagement, November 26th, Birmingham – the Institute’s first specialist event on Regeneration and public involvement Empowerment 2009, January 15th, London* – a sober, practical New Year kickoff with the emphasis will be on cost-effective dialogue options
This is the 121st 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