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The trouble with public engagement is that it is not an exact science. Whilst formal consultation is relatively structured and has a definable beginning and end – with clear milestones at each stage, much of what’s asked for today goes beyond this – into the less precise areas of public engagement. Planning is one area […]

The first, and most important principle of The Consultation Charter is Integrity. It states that a consultation should be transparently honest, and that no-one will waste your time asking your views if their mind is already made up. This is why it is so important for organisations to be crystal clear about the scope of

Twenty years ago, when the Quality Management movement was at its height, its big rallying cry was the need to get it right first time. The argument was that poor quality in the design or manufacturing stages not only tarnished a product’s reputation; it also cost enormous sums of money in re-work, rectification, repairs and

We live surrounded by a culture of targets. It is not just the Government; Private Companies have been target-driven for decades, and it is well established that setting clear, measurable goals focuses the minds and actions of Managers. Indeed management gurus insist that the three most important characteristics of Leadership are the ability to articulate

Few terms cause more confusion than the simple words – public engagement. Used very generally, it refers to all aspects of the relationship between Public bodies, the citizens they serve and all other stakeholders; indeed private companies and voluntary bodies also indulge in public engagement, only parts of this process are more likely found in

When politicians try to justify their actions, they frequently refer to their mandate. It is another word for their “authority” and in this context, that mandate derives from the democratic ballot box. But in a society where we trespass upon people’s time – and invite them to offer their considered opinions, a different kind of

Think of an airport …….. There goes the jumbo jet lumbering along the runway, taking 400 passengers to the other side of the world. Next comes the ubiquitous 737 with its load of 150 holiday-makers off to the Mediterranean sun. Last comes a tiny commuter plane with just four people on board – and one

The telephone rings. “Hello; this is John. Can I pick your brains for a few minutes …..?” Is this consultation? The answer, of course is Yes. This type of informal dialogue forms an integral part of most people’s jobs. Every Manager, every service provider, every policy-maker at some point feels the need to ask advice

Harold Macmillan is quoted as saying “Events … dear boy …”, when asked about the most challenging aspect of being Prime Minister. The same could be said by many consultors, when asked why the output of a consultation exercise ultimately failed to influence a key decision or policy. Maybe it’s Murphy’s law, or just serendipity,

The theory is pretty unequivocal. You normally go to consultation where there are decisions to be taken, policies to be adopted or programmes to be developed, and where stakeholder views can be expected to exert influence. There are few exceptions to this, but is this one of them? Try this little test. Switch on Radio