Emergency consultation - Is it possible to engage effectively when a fast response is needed?

Last week, approximately one in 600 of us thought we had swine-flu.

Medical opinion is apparently unsure whether this is an accurate figure, as we have now supplemented conventional visits to a GP with new call-centre based and website-based diagnostic services.

But, just as the National Pandemic Flu Service gets under way, it faces a barrage of criticism. Too early say some (it only encourages panic and false-positive diagnoses); ‘too little too late’ says the Tory Health Spokesman. Step forward the House of Lords Science & Technology Committee which questions why there are only 1,500 telephone agents when the Government promised 7,000. Then there is the Royal Pharmaceutical Society which wants more public buildings opened for the distribution of Tamiflu. The point is that serious stakeholders with legitimate views are now being heard – thick and fast – but all this is happening in real time. It gives the impression of policy-making on the hoof, and raises the question Has there been adequate consultation? If we have been preparing for years, has there been enough dialogue with the front-line .. and others? This is not just an issue for the NHS; it can affect all manner of functions and government departments. An ‘emergency’ can occur virtually anywhere; ask anyone familiar with crisis management.

And here’s the rub. We now consult on so many things that appear trivial in comparison to some of these big issues, that it just feels wrong. In the planning analogy, we are in danger of over-consulting about the location of a tree preservation order, whilst unable to influence the arrival of a nuclear power station on our doorstep! We’re losing the connection between ‘importance’ and the ‘ability to influence’

So when something pretty major happens, and the Authorities have to react quickly, we know that the normal 12-week consultation won’t work; yet decisions taken without involving knowledgeable stakeholders will be high-risk. Here are three suggestions that public bodies might consider when thinking about such scenarios:

• Involve key stakeholders in your emergency/crisis planning Although this is normal practice for professionals in Emergency Planning, it may need to be integrated into a comprehensive engagement strategy • Have a Key Stakeholder panel ‘Standing’ mechanisms like this mean that you have at your disposal a process that can be wheeled into action at short notice. • Institute a ‘fast-track’ dialogue process Most stakeholder groups have no problems relying on eParticipation tools, and the turnround on key questions can be almost instant. Are we ok to assume the following...? Would you support a contingency approach as follows...? Would your members have suggestions about ...?

Decisions won’t necessarily be easier. Nor always better. But being able to say honestly and transparently that a range of views have been heard – and hopefully heeded – strengthens the position of any public body faced with an emergency. The Swine flu challenge is just the latest example in a run of issues that seemingly arise out of a clear blue sky. Happily for us, there are officers whose jobs it is to plan for such eventualities; this is certainly true in the case of the current pandemic.

Much of what we now see being implemented is the result of this planning. Contracts for distributing Tamiflu, for sourcing the forthcoming vaccine, for websites and contact centres are all on the critical path. Consultation is also critical!

Trigger points

• Have you recently reviewed the stakeholder engagement aspects of your emergency and contingency planning
• Have you an effective set of specialist stakeholder panels? Note: this theme may be addressed in the Institute’s Fifth Annual Panels Conference.
• Can you work with Emergency Planning staff to integrate their activities into the overall engagement strategy?

This is the 141st 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