4. Understand why
Right tools, right
job
Deliver on your
promises
Map who and
where
What’s up for
grabs?
Record keeping
5. Because we ought to
•Corporate social
responsibility
•Genuine passion for our
work
•And the places we work
in
WHY DO WE CONSULT?
6. Because it’s good for business
WHY DO WE CONSULT?
Creighton, 2005
Decision made
Unilateral
decision
Participatory
decision
Problem identified
Problem identified
Decision made
Implementation
Implementation
7. Because we have to
•PIns Advice Notes
•Gunning Principles
•UK Government Consultation
Principles
WHY DO WE CONSULT?
• Consult early
• Consult earnestly
• Consult honestly
8. Understand why
Right tools, right
job
Deliver on your
promises
Map who and
where
What’s up for
grabs?
Record keeping
9. MAP WHO
Interest: How much are they affected?
Influence:
Howablearetheyto
engage?
Vocal but not
most affected
Hard to
hear
groups
The usual
suspects?
Disinterested
neighbours?
13. MAPPING WHERE
• Look at how people talk about and move
around the places they live
Image courtesy of Radiation Free Lakeland
(mariannewildart.wordpress.com)
“People live here because it is
their home whether by birth or
choice. …. We are the experts on
this place.”
Montgomeryshire Against Pylons
14. Understand why
Right tools, right
job
Deliver on your
promises
Map who and
where
What’s up for
grabs?
Record keeping
16. WHAT’S UP FOR GRABS?
• Tell people what they can influence
• And then tell them how they have
17. Understand why
Right tools, right
job
Deliver on your
promises
Map who and
where
What’s up for
grabs?
Record keeping
18. USING THE RIGHT TOOL FOR THE JOB
To see more engagement methods try our online engagement design tool Dialogue Designer via our
website www.dialoguebydesign.com
Bonus tip: The average
reading age in the UK in
2017 was 9 years old
19. Understand why
Right tools, right
job
Deliver on your
promises
Map who and
where
What’s up for
grabs?
Record keeping
20. DELIVER ON YOUR PROMISES
Procedural
legitimacy
Outcomes
legitimacy
21. DELIVER ON YOUR PROMISES
Procedural
legitimacy
• Accurate information
• Transparency about
how it’s decided
• Involving those
affected
• Fairness – weighing
the issues objectively
• Decision making on
the issues not the
politics or the numbers
22. Understand why
Right tools, right
job
Deliver on your
promises
Map who and
where
What’s up for
grabs?
Record keeping
23. • To understand the story of all your consultation
• Proportionate documentation
• An audit trail of changes to the project
RECORD KEEPING: WHAT DO PINS WANT?
Consultation
database
Stakeholder
database
Consultation
report
Change
management
system
24. Prepare all
responses in
advance
RECORD KEEPING: WHAT DO PINS WANT?
Record
interactions
from day 1
Issues based
reporting
Log design
changes linked to
stakeholder and
consultation data
Summaries,
signposting,
appendicesConsultation
database
Stakeholder
database
Consultation
report
Change
management
system
25. Understand why
Right tools, right
job
Deliver on your
promises
Map who and
where
What’s up for
grabs?
Record keeping
You are sitting at your desk granting licences on behalf of your Minister. Your enabling statutory powers are in the widest possible terms: 'The Secretary of State may grant licences on such conditions as he thinks fit'. With power like that you might think that there could be no possible ground for legal challenge in the courts whatever you do. But you would be wrong.
You are sitting at your desk granting licences on behalf of your Minister. Your enabling statutory powers are in the widest possible terms: 'The Secretary of State may grant licences on such conditions as he thinks fit'. With power like that you might think that there could be no possible ground for legal challenge in the courts whatever you do. But you would be wrong.
But remember, none of these are a checklist, they all present good practice, nothing is stopping you going beyond them.
This is a stakeholder map. You may not think you need one. You do. Make one, and update it, regularly.
The point of this map is not to tell you who you can ignore, it’s to tell you who to go out of your way to engage.
This is a stakeholder map. You may not think you need one. You do. Make one, and update it, regularly.
The point of this map is not to tell you who you can ignore, it’s to tell you who to go out of your way to engage.
This is the most important thing you can do to make your consultation effective. Local authorities are your best friend when it comes to engaging these groups as are representative groups/charities.
Be critical though – you don’t need to consult for the sake of it, but you do need to think it through, particularly where these characteristics overlap – e.g. people with disabilities are not inherently hard to hear, as long as you create accessible materials.
Understand where people THINK they live
Not about the map coordinates, about the place and what it means to them.
We experience places in context, and that gives them meaning, that meaning becomes part of our identity and so we become attached to places in a very personal way.
When places are threatened with change, the people who are attached to them feel threatened too.
What does this mean?
Get the names right, learn to pronounce them. Use the language that respondents do, not the language that planners do.
Understand where people think they live – the blue
This isn’t a hierarchy – you can do anything of these things well, or badly. The important thing is to know what you’re doing, and to tell people that’s what it is.
Engagement isn’t just one method, and it certainly isn’t just consultation.
Once you have an idea of who you want to engage you can start to design a process that meets their needs and yours. There are so many ways to engage, and it’s unlikely that one method will be enough on its own. Here are some methods we’re excited about.