SCC 2012 Making the business case for public engagement

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SCC 2012 Making the business case for public engagement

  1. 1. Making the business case for public Picture CC: Some rights reserved By: mconnors engagementEdward Andersson & Simon Burall, Involve
  2. 2. “Nowadays people know theprice of everything and the valueof nothing.” Oscar Wilde
  3. 3. IntroductionPicture CC: Some rights reserved By: mconnors
  4. 4. About• Registered Charity (nr. 1130568)• Focus: Public and stakeholder engagement• Works with: Central & local government. Health organisations, NGOs and International Organisations• www.involve.org.uk
  5. 5. Sciencewise-Expert Resource Centre  Sciencewise Expert Resource Centre for Public Dialogue in Science and Technology (ERC) To help improvepolicy-making in  Funded by the Department for Businessscience and Innovation and Skills (BIS)technology throughthe use of public  It aims to help policy makers commission anddialogue and use public dialogue to inform policy decisionsengagement in emerging areas of science and technology  Launched in 2008www.sciencewise-erc.org.uk 6
  6. 6. What public dialogue costs – in context The scale of Nanodialogues project (2006) cost investment in £240,000 and explored dialogue projects is dwarfed by the nanotechnology &upstream scale of the policy engagement over 26 months. Value of fields that dialogue has nano research in 2007 was estimated influenced to be about $12 billion; and the value of nano-enabled products was estimated then to be around $50 billionwww.sciencewise-erc.org.uk 7
  7. 7. What not doing public dialogue can cost Overall, the costs of not doing public dialogue can far outweigh the costs of the dialogue. For example: • public opposition can delay or entirely prevent continuing policy development, innovation and new technologies • conflict and entrenched positions can result in the complete rejection of new technologies. "If you think dialogue is expensive, try conflict”www.sciencewise-erc.org.uk 8
  8. 8. Getting StartedPicture CC: Some rights reserved By: mconnors
  9. 9. What we’ll cover• Introduction• Questions and answers• Introducing the tool• Exercise• Plenary Disucssion
  10. 10. Examples of Engagement• Science Policy Dialogue• Science Festival• Community Outreach• Community Jury• Co-creation of Research
  11. 11. Business Case ‘At the end of the day the most important question you need to tackle isn’t the ‘what’ but the ‘why’. You need to be able to articulate a compelling rationale for engagement that convinces your colleagues.’ Paul Younger -University of Newcastle
  12. 12. Research vs. Business caseResearch Business case• Academic • Practical• Complete • Incomplete• Time consuming • As much time as• Truth you have • Good enough
  13. 13. In short... Understanding can be greatly enhanced but evidence will always be incomplete.
  14. 14. Plenary discussion• Any questions?• What are challenges of valuing engagement?• What are benefits of valuing engagement?
  15. 15. Getting resultsPicture CC: Some rights reserved By: mconnors
  16. 16. Using the Involve Toolkit
  17. 17. Exercise• In groups identify how you might value the costs and benefits of a particular engagement project using the tool.• Ideally a ‘live’ project; however, it could also be a ‘dummy’ project.
  18. 18. Exercise1. Define the focus and purpose2. Decide what to measure3. Complete the checklist and chart4. Analyse the results and ‘test’ with other groups
  19. 19. Stage 1 - Scope the business case• Decide how you will use the toolkit• Decide who your audiences are• Decide if monetary valuation is appropriate for you
  20. 20. Costs that Benefits thatcan be given can be givena monetary a monetary value value Costs that Benefits that cannot be cannot beexpressed in expressed in monetary monetary terms terms
  21. 21. Stage 2 –Define focus and purpose• Decide the focus for the business case• Clarify the intended purpose and outcomes• Consider possible comparator areas/ projects
  22. 22. Comparators• Do nothing• Status Quo• Alternative engagement methods• Alternative means of achieving the benefits
  23. 23. Distributional impacts• DEFRA and the Environment Agency (2005) estimated that around 5% of all permit applications took in excess of 500 hrs to process and 1% took over 1,000 hrs.• Total Place Report (2010) found 200 to 300 ‘chaotic’ families in Croydon; each cost public services around £250,000 per year
  24. 24. Stage 3 -Decide what to measure• Identify what can be given a money value and what cant• Identify who you need help from to obtain the data• Identify where proxies might be appropriate
  25. 25. Benefits• Innovation and creativity• Avoiding conflict• Access to new resources• Development/maintenance• Better quality outcomes• Information and expertise• Increased public awareness• Sharing responsibility• Increased use• Staff morale
  26. 26. Non-monetary benefits• Revealed preference (What people do)• Stated preference (What people say) – Willingness to pay – Willingness to accept• Benefits transfer (What other people measured)• Replacement Costs (What people would do instead)
  27. 27. Benefits Transfer (Portsmouth)• Bin fires in area: 2006: 154 2008: 135• Each case of criminal damage ~ £856• 4.29 crimes unreported per reported case.• Potential saving of £69,772.56 per year• Also non monetary benefits: increased volunteering, levels of satisfaction
  28. 28. Replacement costsNew resource Replacement costIncreased volunteer time The cost of providing the service or activity using paid staffNew intelligence and The cost of gathering the sameinformation information using a market research companyNew and improved The cost of building the samerelationships links through a PR and communications exerciseIncreased public awareness of The cost of achieving a similarpolicies and services level of awareness through campaigns or PR
  29. 29. Stage 4 Complete checklist & chart• Understand your data and assumptions• Gather the data you need• Fill in the checklist and calculation chart• Use spreadsheets to track costs and benefits
  30. 30. Benefits - Increase trustMonetary value Measured by Non-monetary valueReduced spend on Staff work Reported trustcomplaints diaries/time sheets, levels, people complaints listings reporting feeling able to influence decisions
  31. 31. Benefits - Take difficult decisionsMonetary value Measured by Non-monetary valueReduced conflict Legal costs, staff Number of negativeand reduced spend work diaries/time articles in press,on legal challenges sheets, complaints survey results listings
  32. 32. Stage 5 -Analyse results• Try out different methods of analysis, for example SROI, Cost benefit, Cost-effectiveness• Understand the limitations of the data• Test results with colleagues
  33. 33. Example -ProbabilityEnvironment Agency aimed to build ownership/trust in flood defence schemes:• Flood mitigation benefit= £35-40 million• Engagement= £2 million• To be cost effective in future probability of success must increase by 5.7% (£2 m/£35m).• Engagement needs to change the result from rejection to acceptance in 1 case in 20 to be worthwhile.
  34. 34. Stage 6 -Present the business case• Select appropriate presentation format• Present the business case• Adapt to feedback
  35. 35. Communicating the result• Use the business case to tell stories• Tailor your argument to fit your audience• Seeing is believing• Anecdotes can be powerful• Don’t forget the potential costs of non- engagement• Theory of Change
  36. 36. Doncaster furniture recyclingBenefits to council Benefits to clients• 488 tonnes of waste • 4000+ low-income diverted from landfill, households received saving approximately goods –estimated £20,000 in landfill tax supplying same families payments. with second-hand goods would have cost £140,000 with existing market prices.
  37. 37. Exercise• In groups identify how you might value the costs and benefits of a particular engagement project using the tool.• Ideally a ‘live’ project; however, it could also be a ‘dummy’ project.
  38. 38. Exercise1. Define the focus and purpose2. Decide what to measure3. Complete the checklist and chart4. Analyse the results and ‘test’ with other groups
  39. 39. Tallying the resultsPicture CC: Some rights reserved By: mconnors
  40. 40. Plenary• What did you discover?• Were there any unexpected results?• What will you do with these results?
  41. 41. Links• http://www.involve.org.uk/wp- content/uploads/2011/07/Making-the-Case- for-Public-Engagement.pdf• http://www.involve.org.uk/wp- content/uploads/2011/07/Calculating-costs- and-benefits-with-comparator.xls
  42. 42. Links 2• http://healthandcare.dh.gov.uk/economic- case-for-ppi• http://www.demsoc.org/static/Financial-Case- white-paper.pdf• http://www.idea.gov.uk/idk/core/page.do?pa geId=17455595
  43. 43. “It is better to be roughly rightthan precisely wrong” John Maynard Keynes
  44. 44. The tail endinvolve Picture CC: Some rights reserved By: mconnorsRoyal London House22-25 Finsbury SquareLondonEC2A 1DXt: 0 20 7920 6470e: edward@involve.org.uktwitter: ed_andersson

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