Item 15 Annexe ‘A’
SOUTH DERBYSHIRE DISTRICT COUNCIL
CORPORATE CONSULTATION STRATEGY
2007/10
Page 1 of 81 South Derbyshire District Council Consultation Strategy 2007-2010
Contents
1. Introduction 3 2. What is consultation 4 3. This Strategy 6 4. The scope of the Strategy 6 5. Employee consultation 7 6. Our approach to consultation 8 7. Why consult 8 8. When NOT to consult 10 9. The role of Service areas 11 10. The role of elected Members 11 11. Who we will be consulting 12 12. How we will consult 14 13. The Tools, Techniques and Methodologies 17 we will use 14. How we will involve and communicate 17 with partners 15. How we will consult through Voluntary 18 and Community Organisations 16. How we will ensure that consultation is 19 coordinated 17. How we will ensure that consultation is 19 effective 18. How we will encourage people to take 20 part 19. How we will use the results of our 21 consultation 20 How we will communicate and share our 21 findings 21. How we will evaluate effectiveness 22 22 Resources 23 23. Conclusion 24 Annex 1 25 Annex 2 29 Annex 3 31
Page 2 of 81 2 South Derbyshire District Council Consultation Strategy 2007-2010
1. Introduction
Welcome: Welcome to South Derbyshire District Council’s Corporate Consultation Strategy for 2007/10. The Strategy sets out the Council’s commitment to consultation. It provides a broad framework to underpin the wide range of public consultation carried out by the council and sets out the ways in which consultation will be developed to further support the council’s core values.
Communicating, consulting and involving people in all aspects of our work is the basis of the Council’s approach to ‘producing more efficient, customer focused services’, a key priority in the Council’s Corporate Plan. The Council recognises that democracy is healthier and stronger if local people feel that their views are being listened to and taken into account when decisions are being made. A key outcome in the Council’s Corporate Plan is that local people will be better informed about the work of the Council and more involved in decisions about services by the year 2009.
At a strategic level the Council consults with residents, businesses, partner agencies and staff to inform its corporate policies and priorities. Consultation at a service level helps the Council to identify the needs and expectations of specific groups so that we can incorporate these into the way our services are delivered.
South Derbyshire District Council recognises the benefits of consulting and involving local people in the planning and development of services. Some of the main challenges we are addressing in putting local people at the centre of all our services include1: • Improving communication and consultation with local people and groups • Giving local people a stronger voice in decisions about local issues
Where possible we will work in partnership with the County Council, the police, the voluntary and community sector (VCS) and other organisations within South Derbyshire to ensure that consultation activities are undertaken in a coordinated and cost effective way.
1 South Derbyshire District Council CorporatePage Plan 2006/09 3 of 81 p.18 3 South Derbyshire District Council Consultation Strategy 2007-2010
About South Derbyshire: The district of South Derbyshire was established in 1974. The Council now has 36 councillors representing 17 wards. There are 50 parishes outside the urban area of Swadlincote, 33 administered by parish councils and 17 by parish meetings. For almost two decades, South Derbyshire has been the fastest growing district in Derbyshire. The current population is estimated to be 87,7002 and the town of Swadlincote is the main centre of population. About 21% of the population are in pre-school/school age groups, 62% are of working age, and 17% are retired. According to the 2001 census, 3% of South Derbyshire’s population is from an ethnic minority community, making it the highest in Derbyshire outside of Derby. The Census also showed that 5% of the districts population are permanently sick or disabled.
The Council’s Vision: The vision of South Derbyshire District Council is to: “Make South Derbyshire a healthier, more prosperous and safer place to live3”. The Council’s values which will guide our actions and govern our relationships with local people and partners include4:
• Making decisions openly and with integrity • Involving the community in choices about service and priorities • Being open and responsive to change • Treating people fairly in everything we do • Valuing employees and the essential role they play in service delivery
The Policy Unit: The Policy Unit based in the Policy and Development Services Directorate will coordinate consultation activity within the Council by organising a planned programme of consultation across the Council. As well as managing corporate consultation the Policy Unit will support service areas by advising on any proposed consultation and working through the consultation toolkit as included in this document. The Policy Unit is trained in using questionnaire design using the Eforms package and data analysis, is skilled in facilitating focus group events, coordinates South Derbyshire District citizens’ panel and is responsible for driving through the Council’s equalities and diversity duties.
2. What is consultation?
Consultation is one particular form of communication between a Council and the citizens of its area. The Audit Commission defines consultation as:5
“A process of dialogue that leads to a decision”
2 ONS Mid 2005 population estimates 3 South Derbyshire District Council’s Corporate Plan 2006/09 4 South Derbyshire District Council’s Corporate Plan 2006/09 5 Listen up! Effective Community ConsultationPage , Audit 4 Commission,of 81 1999 4 South Derbyshire District Council Consultation Strategy 2007-2010
This sums up the basic principle of any effective consultation exercise. There will undoubtedly be occasions where a one-off consultation event is required to fulfil a purpose but the use of the term ‘dialogue’ implies an ongoing exchange of views and information, rather than a one-off event. It also suggests two or more parties listening to and taking account of one another’s views.
This definition also highlights the importance of consultation being closely related to decisions. It should be the aim of any consultation exercise to work towards informing a decision. Any consultation that is carried out without considering this aim could merely waste time and resources.
The notion of consultation ‘leading to’ a decision is important too. The outcomes of consultation need careful analysis. Clearly there are a large number of factors for officers and members to consider when making decisions, and the outcome of consultation is only one of these factors, although a very important one.
Consultation activity does not replace the political or professional judgements the Council has to make, but it informs and enhances them, thus helping the Council to better reflect people’s needs and wishes
Community involvement: It is important to understand that consultation is only one element within the wider field of ‘community involvement’ and the overall approach will depend on what level of involvement from the public the Council is seeking. Based on David Wilcox’s ‘Guide to Effective Participation’ (see diagram below6), this involvement can vary from simply providing information on a particular subject, to asking for views or opinions on an issue or process, to actually involving members of the public and others in the decision making process itself.
LOW DEGREE OF INVOLVEMENT HIGH
Information Consultation Deciding Acting Supporting You tell people You provide together together others what is planned so information and use You encourage Not only do You help others do that they are the feedback to people to provide different interests what they want - informed about inform the some additional decide together perhaps within a what is happening. subsequent ideas and options, what is best, but framework of decision and to decide with also they form a grants, advice and you the best way partnership to carry support provided by forward. it out. the resource holder
A high level of involvement is not necessarily better than a low level of involvement and each level of activity is valuable in its own right. The Council will use the appropriate level of involvement to meet the needs of each situation and will always define an appropriate level of consultation at the outset of each consultation exercise.
6 Adapted from the Guide to Effective ParticipationPage by 5 Davidof 81 Wilcox (1994) 5 South Derbyshire District Council Consultation Strategy 2007-2010
3. This Strategy
A strategy is simply:
“A plan that gets us from where we are to where we want to be” 7
This strategy sets out the Council’s approach to consultation. It is designed to ensure that a consistent and coordinated approach to consultation is adopted by the Council, that it remains meaningful and that the information collected is used to influence and inform decision-making.
The strategy sets out the key aims, priorities and principles and an action plan for consultation. The action plan (see annex 1) will put in place mechanisms to develop a consultation infrastructure within the Council.
This Strategy aims to: • Clarify what we mean by consultation, its role and purpose and how it is used by South Derbyshire Council
• Ensure that throughout the Council there is a clear understanding of and commitment to consulting with communities about decisions that affect their lives;
• Improve the coordination of consultation between the services within the Council and with key partners; in order to improve methodology, avoid duplication and risk of consultation fatigue and secure value for money.
• Improve the quality and consistency of consultation undertaken by the council to ensure that consultation is carried out as effectively as possible
• Ensure that consultation activities are inclusive, accessible and appropriate for all those that wish to participate
• To ensure that the outcomes of consultation are used to inform policy and decision-making and that appropriate feedback mechanisms are in place
This strategy should be viewed as a ‘living document’ that will need to change to reflect the current environment that the Council works within.
4. The scope of this Strategy
Within the Consultation Strategy the term ‘consultation’ is used very broadly, to cover all the various ways in which local residents can influence service delivery. In the longer-term, the Council would like to progress to a position where more local people want to be ‘participants’ in local democracy and they actively want to
7 I&DEA, Consultation Toolkit, www.idea.gov.uk/idk/core/page.do?pageId=4683190 Page 6 of 81 6 South Derbyshire District Council Consultation Strategy 2007-2010 develop their citizenship role. A key theme in the recent Local Government White Paper ‘Strong and Prosperous Communities’ 2006 is actually “strengthening accountability to citizens and communities by adding to the best value duty so that authorities, where appropriate, must secure the participation of citizens in their activities”.
The Strategy is primarily about consultation with the people of the District. It is recognised, however, that the Council also consults with public and private organisations both within the district and beyond. Many of the principles set out in this document and some of the methods outlined in the Consultation Toolkit, will be applicable in that context.
5. Employee consultation
Valuing employees and the essential role they play in service delivery is a key value in the Council’s Corporate Plan. There is a statutory duty to consult staff, employer’s associations and trade unions and consultation with council staff should not be overlooked. Their role is twofold; firstly as delivers of council services and secondly as employees. In the first of these roles they will have valuable insight into how services can be developed and improved. Secondly as employees the council must understand what’s working and what’s not, what motivates them and what key issues need to be addressed. A staff survey was undertaken in 2004 and the results informed The Council’s People Strategy8, which contains key priorities and actions for consulting and involving staff. These include:
• To develop our existing formal and informal consultation processes with employees • Provide ongoing options for employees to feedback on every aspect of employment with the Council • Use information gathered from consultation or feedback received to shape the development of employment or other practices used by the council.
Team briefings, Chief Executive briefings, the intranet and email are all methods the Council uses to communicate with it’s staff. The Team Brief itself was established to allow corporate messages to be sent out to staff and questions from staff on any matter raised for Managers to answer. Performance and Development Reviews (PDRs) also provide an avenue for communication between line managers and staff on a one to one basis in addition to normal day- to-day arrangements. In addition, the council has a Health and Safety Committee, Joint Negotiating Group (JNG) and Joint Negotiating Committee (JNC) at which Union representatives, Management and Members meet to discuss various issues.
These internal communication mechanisms will continue to be promoted throughout the Council.
8 South Derbyshire District Council’s People Strategy,Page 7 2006of 81 7 South Derbyshire District Council Consultation Strategy 2007-2010
6. Our approach to consultation
A future priority is putting in place the corporate ‘infrastructure’ that is needed to support and facilitate effective consultation. Our commitment to consultation is comprised of 4 elements, which will help us develop the way we engage with our communities.
• This Strategy and action plan. The strategy sets out the key aims, priorities and principles to be adopted in carrying out effective consultation and involvement. The action plan is a three-year plan that sets out what we aim to achieve up to 2010. The action plan is a working document, which can be updated and revised as targets are met, circumstances change or new objectives are identified. The action plan will be reviewed annually.
• The Consultation Toolkit (see annex 3), this sets out the practical detail, and methodology on how we will plan and organise consultation exercises.
• An annual plan of proposed consultation activity. It will be the responsibility of the Head of Policy and Economic Regeneration to liaise with Corporate Management Team (CMT)/ Heads of Service to compile this. The plan will be approved each year by CMT.
• The Council’s website. Alongside the Strategy and Toolkit, the website will also house information about past, previous and current consultations, along with any results of consultations and decisions made. It will also house a consultation calendar to let people know what public consultation exercises are planned, as well as any subsequent exercises that arise unplanned during the year.
7. Why consult
While ultimately decision-making rests with the council, the council recognises that information from effective consultation has the potential to significantly improve the quality of that decision-making and therefore improve the outcome for South Derbyshire. Consultation provides an opportunity for communities to learn more about what the council does and to add their voices into the decision making process. Consultation does not mean that we deliver everything everybody wants, that would be clearly impossible, but we must deliver services that offer the best possible value considering the competing demands of our stakeholders and the constraints of limited finance.
The 2006 BVPI User satisfaction Survey revealed that only 23.15% of South Derbyshire residents agreed that they could influence decisions affecting their local area, but that 53.44% residents, would like to be more involved in decisions made by the Council (depending on the issue). Page 8 of 81 8 South Derbyshire District Council Consultation Strategy 2007-2010
Where local authorities have embarked on successful consultation programmes it has been found that:9: • Services can be targeted more closely on providing what people want, and avoiding what people do not want • Take-up of services can be improved, making unit costs lower, especially where there is a charge • Local people can be involved more in decision-making, rejuvenating the local democratic process • Authorities, particularly councils, can strengthen their role in community leadership
The national context: South Derbyshire District Council’s commitment to consultation is reflected by the priority being given by Central Government to the role of residents and communities in improving public services and democratic renewal. Improving the level of involvement of local people in public services is a major part of the Government’s modernisation agenda. Recent legislation and guidance emphasises consultation and involvement of the general public and service users in developing services and local policy. A key theme in the recent Local Government White Paper ‘Strong and Prosperous Communities’ 2006 is “giving local people more say in running local services by reforming the best value regime to ensure that local authorities and other best value authorities inform, consult, involve and devolve to local citizens and communities, where appropriate”
Some of the key drivers behind the need to develop a culture of consultation and involvement within South Derbyshire District Council are:
Statutory duty: There are requirements for individual services to consult with stakeholders on service delivery and on the development of policies and plans. E.g. The Statement of Community Involvement (Planning).
Equalities: Key legislation such as the Race Relations Act (2000), Disability Discrimination Act (2005) and Equality Act (2006) place a heavy emphasis on the need for local authorities and public bodies to consult and demonstrate how they have consulted with different sections of the community.
In order to achieve level 2 of the Equality Standard for Local Government, the Council will need to demonstrate that it has engaged in consultation with designated community, staff and stakeholder groups.
Performance, review and assessment:
9 Listen Up! Effective Community Consultation,Page Audit 9 Commission,of 81 1999 9 South Derbyshire District Council Consultation Strategy 2007-2010
The statutory requirement to consult became more and more important with the onset of Best Value and Comprehensive Performance Assessment (CPA). The last CPA in 2004 identified that South Derbyshire District Council “needs to improve how it consults local people and communicate what it wants to achieve, based on local people's needs”10. The inspection process will be looking for evidence that the Council is consulting widely and effectively with its residents about priorities, its spending and the quality of its services and that it has acted on the responses and that they are used to inform priorities.
In 2009 Comprehensive Area Assessment (CAA) will take over from the CPA of local government. CAA will continue to provide assurance about how well run local public services are and how effectively they use taxpayers’ money, but it also aims to be more relevant to local people by focusing on issues that are important to their community. Consultation and involvement will become integral to the inspection process as the new CAA will support the citizen and community empowerment aspirations in the White Paper: “audit, assessment and inspection should have a greater focus on citizen experience and perspectives, including those of the most vulnerable, and the results of audit, assessment and inspection should be more publicly accessible”11 “Local partnerships will be expected to base their vision, strategies and service delivery on robust citizen intelligence and be locally accountable through transparent reporting and information”.
Community Strategies: When establishing a vision for the development of a community strategy it is important to consult and involve local people and organisations so that the strategy focuses on the issues that the people of the district have identified as being important to them. Consultation on the strategy will be ongoing in a bid to keep the strategy current and relevant. There is a commitment in the Community Strategy for South Derbyshire to improve communication, consultation and involvement with local people to provide better services.
Cost efficiency: Any effective consultation exercise can produce financial savings in terms of service delivery as services can be closely tailored to meeting specific, identifiable needs. This should help us identify a high take-up of services and increased revenue
8. When NOT to consult
Consultation should only be used when there is a clear benefit to the South Derbyshire District Council, citizens and service users in carrying out the exercise. The Council recognises that all consultation is useless unless members and officers are prepared to act on the results. “If consultees believe that the exercise is not genuine, they may feel disillusioned or angry, and be
10 Audit Commission (2004) 11 Developing and implementing the new Comprehensive Area Assessment (CAA), Communities & Local Government, 2007 Page 10 of 81 10 South Derbyshire District Council Consultation Strategy 2007-2010 reluctant to participate in future exercises. ‘Cosmetic’ consultation is also likely to be a waste of resources”12.
There are many good reasons to consult, but there may also be issues where consultation is not appropriate. These might include:
• Where the council is limited, by statutory or budgetary restrictions • Where 'consultation fatigue' may set in • Where the issue should or could be resolved without consultation
9. The role of service areas
Service areas currently carry out user involvement initiatives and consultation as a regular and necessary part of their work. This strategy does not seek to change this. However, service areas will be guided by this strategy, the advice of the Council’s Consultation Officer and the consultation toolkit. To clarify, service areas will be responsible for the following, with assistance where necessary:
• Including consultation activities in service plans, either to inform service/ policy development, or to assess and evaluate the impact and levels of satisfaction with a service/ policy. • Informing the Corporate Policy Unit of proposed or planned consultation exercises • Ensuring consultation activities are consistent with South Derbyshire District Council’s Consultation Strategy • Ensuring members are kept informed of consultations in their wards • Ensuring that results are fed back to all stakeholders with clear outlines of how it will be used to inform service planning, policies, decisions etc.
10. The role of elected Members
Most consultation within Councils is undertaken by officers, but Member’s roles as community leaders gives them a major input into the consultation process. Members will play a key role in the implementation of this strategy through:
• Approving the consultation process for major strategic exercises • Providing feedback from their involvement in local groups, partnerships and forums and through their relationship with local residents. • Communicating results back to consultees and deciding how to respond to conflicting public views when consultees disagree • Interpreting results and taking decisions on priorities deciding what weights to give to the consultation alongside other factors, such as available resources, statutory requirements and the views of partner organisations.
12 Listen up! Effective Community Consultation,Page Audit 11 Commission, of 81 1999 11 South Derbyshire District Council Consultation Strategy 2007-2010
It is important that when planning consultation that there are no surprises for Members. For strategic and potentially contentious consultation exercises we will ensure that the Members who’s wards or specific areas of responsibility are involved or affected by an individual consultation exercise, that they are kept up to date with developments throughout the process. Elected Members will be part of the feedback process as well as participants, particularly if the results affect their ward or portfolio. The feedback will identify the main findings and any changes to the proposals that may be made in response to the consultation.
11. Who we will be consulting
The range of groups in which South Derbyshire District Council might consult is extensive. Who the Council consults largely depends on the issue under consideration. Local planning initiatives or consultations on particular services may target a narrow group of stakeholders, whereas a Council wide consultation may have a much wider focus. As part of the planning process all the stakeholders involved will be identified and we will make sure that the consultation methods we choose are appropriate for the stakeholder groups.
Consultations may include some or all of the following stakeholders:
• Citizens • Customers or users • Non-users and potential users • Elected members • Members of staff / staff forums / trade unions • Carers and families • Local businesses and people who work in the borough • Partner agencies and other key organisations • Voluntary groups • Interest or pressure groups – e.g. tenants associations, residents associations • Communities (geographic) • Groups of people defined by a common factor such as age, disability, gender or ethnicity.
N.B This list is not intended to be exhaustive
Hard to Reach Groups: South Derbyshire District Council will ensure that its consultation exercises are inclusive to accurately reflect the make-up of the community of South Derbyshire. Different sections of the community, particularly minority groups, may have views or needs that are different from the more vocal majority. These groups are sometimes bundled together and termed ‘hard-to’ reach’. These groups are usually identified in demographic terms (for example, young people, people from Page 12 of 81 12 South Derbyshire District Council Consultation Strategy 2007-2010 minority ethnic communities etc) but the term can equally apply to those that are disillusioned with, or disinterested in, our services.
Many of these groups are not difficult to contact although they may be ‘hard to reach’ using traditional methods such a postal questionnaires and formal public meetings. It may take more imagination or more effort to consult the above people and in order to engage effectively with these groups it is necessary to understand some of the barriers to engagement and how to overcome them.
Labelling some people hard-to-reach implies that the problem lies with them when, in reality, the onus is on us to make sure that our consultation exercises are inclusive.
The following list includes some of the groups who may be occasionally or frequently excluded from consultation and involvement because they are perceived to be ‘hard to reach’:
• Children and young people • Some older people, such as the housebound • Black and minority ethnic groups, particularly those who do not speak English • Refugees and asylum seekers • Homeless people. • Disabled people • People with caring responsibilities • Gay, lesbian, bi-sexual and transgender community • Socially-excluded groups • Travellers • Non-users of council services
N.B This list is not intended to be exhaustive
South Derbyshire’s Local Strategic Partnership, South Derbyshire Council for Voluntary Service (CVS) and Derby Racial Equality Council are currently working together to develop relationships with hard to reach groups and individuals and how we can engage them in planning services and how they should be delivered. There are no obvious access points to the Black and Minority Ethnic Community and the Traveller and Gypsy community in South Derbyshire and the post is initially working with these communities. The Council will continue to work closely with the Council for Voluntary Service (CVS) in making contact and consulting ‘hard to reach groups’.
There are some steps the Council will take to ensure hard to reach groups have their say: • Providing material in languages other than English (when appropriate) • Providing material using a variety of formats including written, spoken and pictures. This may involve signs and symbols for people with learning Page 13 of 81 13 South Derbyshire District Council Consultation Strategy 2007-2010
disabilities; British Sign Language Interpreters, Text Direct, induction loops and Minicom for profoundly deaf people; language interpreters for people whose first language is not English and large print and Braille for visually impaired people. • Using accessible venues and equipment • Using plain English, avoiding Council jargon or abbreviations. • Arranging our events at reasonable times and dates i.e. an evening meeting may well exclude people with childcare responsibilities. • Providing or arranging advocacy support for people who request or need it e.g. vulnerable people, people with learning disabilities, Looked After Children/Young People • Relevant staff training
12. How we will consult
South Derbyshire District Council already has in a place a range of established methods for consultation and in most cases their use could be expanded. These include:
South Derbyshire District Council’s Citizens Panel: South Derbyshire’s citizens panel was set up in 2001 to give residents of the District the chance to have a say in how local services are run. The panel is a useful and cost effective consultation tool that can be used corporately and by service directorates for consultation with local residents.
The panel is made up of 1,000 residents who are broadly representative of the population of South Derbyshire and currently they are asked to complete up to four postal questionnaires a year. In addition to completing questionnaires, panel members can be invited to take part in focus groups, telephone surveys or events to explore an in-depth analysis of a service or issue.
A newsletter is also sent out to panel members, feeding back the results of the latest survey and any action taken as a result of the past results.
Citizens’ panels are a good way to find out the views of a large cross-section of the population. However, there are certain sub-groups of the population who are systematically “missed' by most methods of recruiting for panels, particularly groups such as young people or people with disabilities. Citizens’ panels are therefore, not really suitable for consultation with groups such as these, and we will always consider designing more targeted and dedicated consultation with these groups as well as using the panel for consultation.
The Council will use the panel more effectively. As well as sending out the four postal questionnaires to panel members, we will utilize the panel members for focus groups, workshops etc, when needing to explore an issue in-depth.
The Policy Unit will coordinate consultation through the citizens’ panel. Page 14 of 81 14 South Derbyshire District Council Consultation Strategy 2007-2010
Internet/ website: Draft consultation documents, questionnaires and forms can currently be accessed on the Council’s website and comments returned by email. This method of consultation is much cheaper than printing and distributing lots of material and for people who have access to the Internet, responding to on-line consultations is very easy. The Council also uses on-line polling via it’s website to consult residents about local issues.
The Consultation Officer will work with the Web Editor to explore opportunities and best practice to develop web-based consultation mechanisms and the way that consultation features on the website in general. There will be changes to the layout of the consultation pages on the website and the development of a protocol for carrying out web-based questionnaires.
South Derbyshire’s Local Strategic Partnership (LSP): South Derbyshire’s LSP is a group of people representing public services, local businesses, community groups and residents. Its main role is to work together to help improve South Derbyshire, focusing on the things local people have said are important for a better South Derbyshire. It is doing this through South Derbyshire's Community Strategy.
The board is made up of 24 individuals who represent organisations based in 4 key sectors: Local Authorities, Other Public Bodies, Private Sector interests, and the Community and Voluntary Sector. Consultative group.
6 Thematic Groups work on delivering the actions in the Community Strategy and Board members take part in and champion each of the group's work. These groups are:
• Creating Opportunities For All • Safe Communities • Healthy Communities • A Vibrant Economy • A Sustainable Environment • Lifelong Learning and Culture
Because the partnership and the thematic groups represents such a diverse range of local service providers, the LSP is a valuable resource for information and is an important means of consultation with key South Derbyshire stakeholders. At a strategic level, consultation on cross cutting issues will continue to be done in partnership through the LSP.
Values and Attitudes Forum: The Council’s Values and Attitudes Forum consists of representatives from various specialist ‘Interest’ Groups in South Derbyshire. The forum meets bi- monthly and provides the Council with an external reference and peer challenge for reviewing and discussing aspects relating to equality and diversity and social Page 15 of 81 15 South Derbyshire District Council Consultation Strategy 2007-2010 inclusion. A particular objective is to involve the forum in wider consultation activity.
Area meetings: Area meetings provide an opportunity for public participation by acting as a forum for discussion on matters of local interest. These meetings are held across the District throughout the year. Four times a year Councillors and Council Officers go out to the six areas (Etwall, Linton, Melbourne, Newhall, Repton, Swadlincote) in the District to listen to comments from residents about their area and to report back to them about what the Council is achieving for them. Area meetings are also used as a mechanism for consultation on major policy issues or changes to existing policies and services, which have an impact on the area. The Council will continue to encourage community participation in these meetings.
Best Value User Satisfaction Survey: Currently every three years the Council is required to carry out as part of the Governments Best Value Improvement programme, a survey of residents to find out what people think of their local area and their satisfaction with the services provided by South Derbyshire District Council. 5000 residents are randomly selected to complete a satisfaction questionnaire. The survey covers issues including:
• What it’s like to live in our local area • How well we provide services • How people prefer to get in touch with us • How well we communicate with residents
It also provides the opportunity for residents to have their say on a range of specific community issues including anti-social behaviour, waste and litter services, household waste collection, doorstep recycling collections, local recycling facilities, cultural and recreational activities.
Whilst there is limited scope to include questions on other topic areas, the survey collects a wealth of information about the area and satisfaction with services. Currently, the results from the 2006 survey have informed the Council’s Gender Equality Scheme. However, the Council will explore in more detail the results from the 2006 Best Value User Satisfaction Survey to see if there are any differences in levels of satisfaction between men and women with our services. (This is an action in the Gender Equality Scheme).
The Council recognises that the Best Value User Satisfaction Survey is a valuable data source and the results will be used more effectively to help shape future priorities and identify areas for improvement. The Council proposes to identify the key issues that have emerged from the 2006 survey and repeat these questions on an annual basis using the citizens’ panel.
Page 16 of 81 16 South Derbyshire District Council Consultation Strategy 2007-2010
Equalities Forum: South Derbyshire’s Local Strategic partnership is in the process of establishing a Local Equalities Forum. This forum will improve the Councils and partners capacity to consult with a range of stakeholders on equalities issues.
Tenant and Resident Participation: The Council’s Housing Services encourages and supports all tenants and residents to become more involved with the services they provide. The service works with tenants and residents to find the best forms of participation for particular service issues using a variety of methods and techniques.
Existing statutory and service user surveys: Many directorates have statutory and service requirements to survey service users. We should be aware of the potential to add related topics on to these.
The Council will make full use of existing consultation mechanisms, groups and partnerships before new methods are used, as failing to do so runs the risk of “re-inventing the wheel”, wasting resources and confusing the public
13. The tools, techniques and methodologies we will use
Consultation can happen in many different ways, and different tools and techniques will be appropriate to different situations and different consultees.
The Council will select from a wide range of consultation and involvement techniques, including electronic methods of consultation. We will select those that are appropriate to the scale and objectives of the consultation exercise and that will enable us to meet the principles contained in this strategy. We will continually review our existing consultation methods and make sure that we keep up to date with any new consultation methods and techniques by collaborating with our partners on training and the exploration of new products and techniques.
14. How we will involve and communicate with partners
South Derbyshire District Council is an active participant in the Derbyshire Community and Engagement Group (DCEG). This group brings together public sector organisations in Derbyshire that engage the public. The aim of DCEG is to encourage co-ordination and working in partnership thereby reducing duplication and improving service delivery. The citizens’ panel was set up in conjunction with the DCEG and is run in partnership with the County Council and the Police. The Council will continue to be active participants in DCEG to ensure the best use of resources by reducing duplication and collaborating where possible (see annex 2 for Terms of Reference).
South Derbyshire’s Local Strategic Partnership (LSP) provides a wealth of opportunity to engage local key partners in actually developing multi-agency consultation. This will help the councilPage in 17 highlighting of 81 shared areas of interest 17 South Derbyshire District Council Consultation Strategy 2007-2010 and to identify opportunities for pooling consultation resources. If supported by the LSP, initiatives like the Council’s consultation calendar might be extended to include consultations being carried out by its partners.
The Council works with a range of other organisations to develop policies and provide services for the benefit of the District. Health, housing, community safety, economic development and environmental improvement are just a few examples of joint working. The Council will seek out opportunities for joint consultation with partner organisations. This will help to ensure that complex issues are considered “in the round”, that resources are used effectively and that we learn from good practice in other organisations.
15. How we will consult through voluntary and community organisations
The Council recognises the essential role that the voluntary and community sector can play in the consultation process.
• Many voluntary organisations represent hard to reach groups including young people, elderly people and business groups • Many voluntary organisations know what is happening on the ground, and are in a good position to inform local authorities about what users think about the available service.
South Derbyshire Council for Voluntary Service (CVS) provides essential support to local voluntary and community groups in South Derbyshire. The Council will therefore continue to support the commissioning of the CVS to develop and deliver key aspects of our consultation programme with particular regard to consultation with hard to reach groups.
Compact with the Voluntary and Community Sector: A Compact sets out a framework to guide future relationships between the statutory sector and voluntary and community organisations. It outlines the shared principles that include: independence, funding and accountability, policy development and consultation and good practice, which will help, develop good relations between the sectors. The Council has signed up to Derbyshire’s Compact and is committed to working in accordance with its principles. In consulting the Voluntary and Community sector the Council will follow the principles in the compact. These are13:
• To consider the implications for partners when developing policy. • To agree realistic timescales. • To consult with partners by appropriate and agreed means. • To ensure that key stakeholders are informed/consulted wherever possible.
13 Derbyshire’s Compact, 2003, http://www.derbyshire.gov.uk/council/partnerships/voluntary_sector/derbyshirePage 18 of 81 _compact/ 18 South Derbyshire District Council Consultation Strategy 2007-2010
• To consult the sector on issues that are likely to affect it and to listen to their responses at the initial stages and throughout the life of the project. • To recognise the timescale required for effective consultation. • To consider the national Code of Good Practice.
16. How we will ensure that consultation is coordinated
Information about planned consultation and the results of consultation will be coordinated by the Policy Unit. The purpose of this will be to establish the nature and purpose of the consultation exercise, identify the corporate resources required and the extent of the Policy Units involvement in the consultation. This will also reveal how the consultation exercise fits with the Council’s and partner’s bigger programme of consultation so that areas of duplication/cross-over can be identified and joint working proposed. This will help the Council to streamline its consultation activity and to avoid consultation fatigue, which occurs when the same people are consulted time and time again.
In practice this will mean that all service areas will identify the key pieces of consultation they will undertake in the next financial year as part of the service planning process. By planning consultation as far as possible through the service planning process, directorate sign-up (in terms of officers and lead members) and the consideration of resource implications will be ensured.
An annual plan of proposed Council consultation activity will be compiled. It will be the responsibility of the Head of Policy and Economic Regeneration to liaise with Corporate Management Team (CMT)/ Heads of Service to compile this. The plan will be approved each year by CMT.
Using this information, a timetable of key consultations for each year (i.e. the consultation calendar) will be co-ordinated corporately by the consultation officer, constantly updated and available on the Council’s website. This will ensure that an overview of the complete range of the council’s consultation activity will be easily accessible to the public, the council’s partners, members and officers.
It will then be expected that the ‘lead officer’ responsible for embarking on a consultation exercise will inform the consultation officer of what they are planning to do so that the consultation officer can advise accordingly and work through the consultation toolkit to ensure best practice is achieved.
17. How we will ensure that consultation is effective?
Poor consultation will lead to misleading results, which can just be as damaging, if not more, than not doing it at all. The Council is striving to ensure a consistently high standard of consultation across all service areas. This includes effective planning, setting clear objectives, using appropriate methods and timescales and making maximum use of results and feeding back what has happened as a result of the consultation to participants. The Council will adopt Page 19 of 81 19 South Derbyshire District Council Consultation Strategy 2007-2010
‘the Consultation Cycle’ which is a working framework for effective consultation. The diagram on the next page shows each stage in the process of undertaking a consultation and the key steps that need to be taken.
Figure 1: Consultation Cycle Identify why you need to consult -Contact the Policy Unit to discuss the consultation and work through the consultation Use learning in future toolkit to formulate an initial consultation exercises project plan.
Learning and Evaluation -Undertake a formal Deciding who to consult -Map Stakeholders review of the exercise -Use the evaluation -Consider hard to reach audiences checklist -Consider non-users
Feeding back the results - feedback to internal and How the consultation will be done exter nal stakeholders -Which method(s) fit with the -Decide on best method (s) of audience? feedback -Consider quantitative and qualitative approaches -Consider questionnaire design and Implement changes/ individual questions carefully. improvements
Produce a detailed project plan Using the results - Ensure there is enough time to conduct -Identify options for change exercise -Report findings and proposed changes - Identify staff and budget requirements to appropriate body i.e. Committee, - Draw up implementation plan for any changes and or improvements Undertake the consultation exercise Analyse the results -Decide on depth of analysis -Utilise survey software for questionnaire analysis
18. How we will encourage people to take part
The Council will promote consultation exercises effectively to increase awareness and encourage participation, and also to demonstrate that the Council is listening to people’s views. Promoting both the consultation and the results will form part of the consultation planning process. Page 20 of 81 20 South Derbyshire District Council Consultation Strategy 2007-2010
When designing consultation exercises, we will ensure that the public expectations are not raised unrealistically. We will make it clear to the public exactly what is on offer and what the options are, and explain any constraints on what can be done, at the start of the process. A brief idea as to the process and timescales will also be included along with how people can become involved.
Where possible, and not subject to other statutory requirements, we will seek to allow 12 weeks for written consultations on the development of policy in order to maximise participation. If for any reason it is not possible to allow this period of consultation, the reasons for this will be made clear in the consultation document.
A variety of media will be used for promoting consultation and will include the Council’s website, local newspapers and radio. Roadshows, open days, exhibitions and other events will also be used to promote consultation.
Specific audiences may need to be targeted, for example promotional materials in other languages, or through the local ethnic media or via community groups or business associations or tenants’ associations.
19. How we will use the results of our consultation
The main way in which the Council will use the results of a consultation is to take consultees views into account when making decisions. These decisions might be one-off decisions or they might concern the shape of policies, the detail of service delivery or the targets set for services, this will be made clear in the planning stages of a consultation exercise. Ultimately, if we don’t know how the results are going to be used, we will not go to all the trouble of organising the consultation.
20. How we will communicate and share our results
One of the main shortcomings of an effective consultation exercise is the failure to adequately communicate the outcomes and results back to the consultees. The Council will therefore publicise the results of all public consultations and the results will be at the very least communicated to stakeholders who took part in the exercise and/or will be affected by the decision.
We will ensure that providing feedback is incorporated into the planning stages of all consultation exercises.
The Council will provide consultees with a clear indication of how the results will be used to inform the decision that is to be made and this will relate back to the information given at the outset of the exercise that states why it is being conducted. If the outcome goes against the findings of all or some of the consultation, then we will explain the reasons for this. If issues or problems are raised which cannot be addressed, then we will provide reasons and identify a way forward if possible. Page 21 of 81 21 South Derbyshire District Council Consultation Strategy 2007-2010
Feedback does not have to be costly; the Council will use existing communication mechanisms. Options for feedback include: Council or LSP publications, service publications, posters, newsletters, including articles on the Council’s website, the plasma screen in the Council’s reception area, circulating briefing notes to interested parties, issuing a press release, team briefing bulletin and presentations. If the exercise is targeted at a specific group (e.g. Council housing tenants), feedback should be provided via specific publications (e.g. the Council housing newsletter).
The Council will also feed back (or make available) findings to those who may have an interest in the results. This could include:
• Corporate, Management and/ or Policy and Scrutiny Committees, you will need to report the results of strategic/ contentious consultation exercises • Members in general particularly if the results affect their ward or portfolio • Heads of Service, Team Managers and Senior Management Teams – particularly where the results affect their service • Front line staff and other officers • Partner organisations/ stakeholders • Users/ residents and other members of the community.
We will present the results in a way, which is understandable, and appropriate to those who will be using them, otherwise they could be misinterpreted or not used at all. This will mean presenting results in different formats for different audiences.
Sharing results: In order to avoid wasting resources, when appropriate, the Council will share findings from consultation exercises with other services and partners. The Council fully endorses the Freedom of Information Act and will only release/ share information that is not covered under data protection.
21. How we will evaluate effectiveness
We need to learn from our consultation processes and this means taking time to evaluate how well it went. The Council will build evaluation into the initial design of the consultation and not just to leave it to the end. Evaluating the effectiveness of consultation exercises will help us to:
• Know whether consultation is genuinely helping us to listen and respond to the public • Plan how to improve future consultation exercises • Use resources that are spent on consultation wisely
In order to ensure effective consultation, we will set clear objectives for each consultation exercise and each consultation exercise will be evaluated against the set objectives. Points to considerPage in 22the of evaluation 81 include: 22 South Derbyshire District Council Consultation Strategy 2007-2010
• Did we consult the right people in the right way? • Did they understand the issues so that they could contribute effectively? • Did we allow enough time for consultation? • What impact has the consultation had on decisions made? • How have we informed participants of the decisions? • Have the results been fed back to the relevant Members and officers?
22. Resources
Consultation costs money but there are good reasons to resource it properly as the net value to the council over the longer term can be much higher. For example consultation can help to improve the democratic image of the Council. “Good consultation has a wider impact than simply on those who are consulted, being perceived as a 'listening council' can improve overall resident perceptions”14. Consultation can also help the Council to improve value for money or even to save money by:
• Not providing services that people neither want nor need; • Maximising take-up of services, especially those services for which there is a charge; • Providing services that minimise complaints and avoid expensive correction of mistakes; and • Planning services, especially new services, effectively so that they do not have to be modified or adjusted in the near future.
However, this potential will only be realised if consultation exercises are carefully planned, competently carried out and then used to inform decision-making.
The Council will increase the cost effectiveness of any consultation by making sure consultation exercises are not duplicated, and by making the widest possible use of consultation results. The Council will also take opportunities to spread the costs by consulting jointly with other agencies.
The issues the Council will consider when budgeting for consultation include: • Researcher time: time and skills for questionnaire design and analysis • Officer involvement: time and skills for undertaking consultation exercises, could be ‘out of office hours’ • Consultant time if using external research companies • Print and postage costs for postal consultation • IT e.g. equipment • The consultation method • Venue hire for events • Providing refreshments
14 I&DEA, Consultation Toolkit, www.idea.gov.uk/idk/core/page.do?pageId=4683190 Page 23 of 81 23 South Derbyshire District Council Consultation Strategy 2007-2010
• Promotional costs of the consultation • Communication mechanisms to feedback results i.e. printing costs for leaflets • Providing background material on the day, may need to be translated into different formats • Interpreters costs, carers allowances • Transport provision/ reimbursing transport costs • Incentives to encourage people to take part.
23. Conclusion
Effective, meaningful consultation presents many challenges for South Derbyshire District Council, not only in terms of how the Council conducts consultation, but in how we feedback to participants, how we evidence consultation’s effects on decisions and how we learn from our own practice. While this strategy provides the basic framework, putting it into action will require effort and commitment from all Council Directorates and Officers.
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Annex 1 Action Plan 2007/10
OUTCOME ACTION BY POLICY ACTION TARGET UNIT HEADS OF SERVICE DATE Promote Launch Consultation July 07 consultation best Strategy and Toolkit practice within Review resource October 07 SDDC allocation across the Council for consultation Increased Investigate August 07 awareness amongst appointing an elected staff, members and Member Champion for partners Communication, organisations of our Consultation and commitment to Engagement consult Promote the Promote Consultation On-going Consultation Strategy Strategy and and associated Action associated Action Plan amongst officers, Plan and resources members and partner within own service organisations areas Review the June 08 implementation of the Strategy and report annually on developments/ progress Provide assistance and Ensure the aims and On-going support to ensure the principles set out in aims and principles set the Consultation out in the Consultation Strategy are followed Strategy are followed in the design and running of consultation Aims of 4 team brief articles on January 08 consultation and progress throughout the associated Action year March 08 Plan are September 07 communicated and May 08 remain relevant and Review this action plan June 08 up to date with annual reporting on consultation
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Ensure coordination Produce an annual Service areas identify August 07 of consultation consultation plan and the key pieces of activities so that approval by CMT consultation they will consultation fatigue undertake in the next and duplication of financial year as part effort is reduced of the service planning process Develop consultation August 07 calendar on the website Review use of the web November 07 pages as central information resource for April 08 consultation within South Derbyshire Consultation is Introduce the August 07 robust and ‘fit for consultation toolkit purpose’ Review the consultation February 08 toolkit Provide advice and On-going guidance on individual consultation exercises Increased capacity Monitor the work September 07 to seek the views undertaken by the CVS and actively engage in consulting and January 08 the views of all involving groups that people are traditionally ‘harder March 08 to reach’ May 08 Identify gaps in consultation with harder to reach groups and/ or on equalities issues. Monitor consultations to On completion ensure adequate steps of each to include the range of exercise individuals/ organisations who will have a view and interest in the outcome
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Provide advice and On-going guidance on individual consultation exercises where necessary
Mainstream use of guidance in the Toolkit in planning and designing individual activities Participants, Review all website July 07 stakeholders and content relating to residents are kept consultation and update informed of as required. The public consultation and should be able to how this has led to access: better decision- • Consultations that making. are happening where they live and how to get involved • Details of the key findings and how they have been used in decision- making. Develop network of On-going consultation contacts at partner organisations and other local authorities We are able to Each exercise On completion demonstrate how undertaken is reviewed of each consultation made a to ensure desired exercise difference outcomes have been or being achieved Enhanced Work with partner On-going partnership working organisations to identify around consultation viability of shared consultation processes and exchange of findings. Hold partner workshops Sep 07 for developing partnership approaches March 08 to consultation
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Develop use of Investigate use of Investigate use of On-going innovative Internet and other Internet and other approaches electronic mechanism electronic mechanism for undertaking for undertaking consultation through consultation the DCEG
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Annex 2
Derbyshire Community Engagement Group (DCEG)
What is the DECG? The Derbyshire Community Engagement Group brings together public sector organisations in Derbyshire that engage the public.
Organisations involved are:
Amber Valley Borough Council Derbyshire Mental Health Trust Amber Valley Primary Care Trust Derbyshire Police Bolsover District Council Erewash Borough Council Central Derby PCT Erewash PCT Chesterfield Borough Council Greater Derby PCT Chesterfield Primary Care Trust High Peak and Dales Primary Care Trust Dales and South Primary Care Trust High Peak Borough Council Derby City Council North East Derbyshire District Council Derbyshire County Council Peak District National Park Authority Derbyshire Dales District Council South Derbyshire District Council Derbyshire Fire and Rescue Service Thameside and Glossop PCT
Overall Purpose The DCEG exists to support the continuous improvement of public services through effective engagement with users and potential users of services. We work together on common agendas wherever appropriate. This is a sub group of Derbyshire Partnership Forum.
Aim Encourage co-ordination and working in partnership thereby reducing duplication and improving service delivery
Objectives ▪ Facilitate the development of a workforce skilled in the methodologies of public engagement ▪ Ensure the best use of resources by reducing duplication and collaborating where appropriate ▪ Provide a forum for raising issues and solving problems around public engagement including research and consultation ▪ Provide a two way link with partnerships within and across public sector organisations ▪ Co-ordinate and communicate with other bodies who have a remit to involve residents of Derbyshire
Aim Facilitate and disseminate best practice
Objectives ▪ Embed a culture of engagement comprehensively across the organisation ▪ Increase good practice in public involvement processes by sharing expertise, information and resources Page 29 of 81 29 South Derbyshire District Council Consultation Strategy 2007-2010
▪ Provide support and advice and a ‘quality control’ element to all involvement activity
What are the DCEG values?
Community engagement is at the heart of service improvement The public have a right to be involved in public sector planning, service and policy development and decision making As a group we will uphold confidentiality, treat people with respect, listen to each other, not dominate the discussion, make decisions and take action We will only support and facilitate robust and reliable engagement practice We will encourage the targeting of those people whose voice is rarely heard (Hard to Reach groups), positively discriminating, where appropriate, to ensure that they engage We will share good practice, skills and ideas across agencies We will encourage the use of plain language at all times when communicating with the public We will encourage the provision of feedback for those engaging so that people are aware of the outcomes of such activity
How does DCEG work?
Meetings and workshops Bi-monthly meetings will be held of the DCEG to • Discuss common issues • Progress joint projects • Problem solve • Produce and monitor a work plan • Actively facilitates best practice implementation through presentations, reports, feedback on new initiatives leading to improved practice including an annual report to DPF based on the outcomes of the workplan • Receives progress reports from the working groups and gives them direction for the future • Coordinates the activity of the working groups • Sets up time limited working groups to ensure action is taken following discussion • Identify training a development needs and action against identified gaps
We have a group e-mail facility so we can seek advice and ask for views on involvement activity outside of the meetings
DCEG has short and long term working groups to action issues outside of the meetings.
The current working groups are:
• Technical sub group which considers issues around software and systems analysis • The Facilitators Network building capacity to engage across all organisations • The Community Safety group looking specifically at engagement issues in this area
It is suggested that a separate paper be produced on Guidance on Engagement
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Annex 3 Consultation Toolkit
1. Introduction
Welcome to South Derbyshire District Council’s Consultation Toolkit. This toolkit is the Council’s guide on how to consult for those wishing to undertake consultation and involvement with service users, residents and partners. The toolkit can equally be used as guidance when undertaking consultation with staff and internal users of our services (particularly the support services). It also provides a useful tool, for anyone wishing to have a greater insight into consultation.
This toolkit is a companion document to the Council’s Consultation Strategy. Within the Strategy, the Council sets out its key aims and principles in relation to its consultation activities for raising the quality and effectiveness of consultation undertaken by the Council. This toolkit effectively translates those principles into reality. The toolkit, therefore, draws on information, such as best practice and standards that will hopefully assist anyone involved in the planning or undertaking of consultation exercises and activities.
How to use the toolkit: The intention of this toolkit is to bring to life the principles agreed by the Council in the Consultation Strategy. It is also intended for a range of audiences, including residents, stakeholders, partners, and employees of the Council. At the outset of a consultation exercise the Council’s Consultation Officer will work through the toolkit with service areas and they will be guided by the relevant components of the toolkit, which are applicable to a particular exercise.
This guide is intended to help the planning and designing of appropriate consultation before embarking on what can be long and potentially expensive exercise. The appropriate sections may be used to checklist the stages of the planning and implementation process, according to the needs of individual consultation exercises.
2. The Toolkit
The Toolkit itself is divided into five main sections:
Section 1: Laying the Foundations
Section 2: Developing the Project plan
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Section 3: Consultation methods - how to choose the best approach
Section 4: Engaging with hard to reach groups
Section 5: Translating outcomes into policy
SECTION 1: LAYING THE FOUNDATIONS
Before planning any consultation activity, the foundations of the consultation will need to be put in place by clarifying the overall aims of the consultation exercise. To do this, it is necessary to consider some key questions?
1. What are the key objectives?
The first stage of the planning process is to clarify the objectives, in other words, ‘what are we trying to achieve by consulting with the community’?
Key questions to ask at the outset of any consultation exercise are: why we are embarking on a consultation exercise and what we hope to get out of it, who and what are the drivers for the consultation activity, what information is required, and how the information will impact on policy or strategy development.
When planning consultation, it is useful to consider the idea that “all consultation should relate to a decision that we are intending to make, and that can be influenced by the result of that consultation” (the ‘decision principle’). All consultations should be tested against this idea to make sure that:
• Consultation can be designed so that it will inform the decision to be made; • It is clear to consultees what they can change by responding to the consultation; and • Clear feedback can be given to consultees on how their views were taken into account.
Of course, not all consultations involve a decision, for example, routine surveys of user satisfaction with a service will not always result in major changes. In such cases, however, it should still be clear how the information will be used.
Being clear about why a consultation is taking place can also help to make sure that consultees’ expectations match those of this Council. Consultees can see what is on offer and what can happen, or not happen, as a result of consultation.
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2. What level of engagement is required?
Once the overall objectives have been set, the appropriate level or type of engagement that is required from the community in order to meet the objective will need to be considered. For example, if a decision has already been made why then waste resources on anything more than information giving. Furthermore, if a level of involvement that is consulting or higher is chosen, we will need to be sure that we are embarking on the consultation exercise with an open mind, are willing to accept new, innovative and perhaps controversial suggestions. Most importantly however, we must be prepared to consider and make changes as a result of the outcome. The various levels of engagement are outlined in Section 3 ‘Consultation Methods’
It is important to understand that the greater the level of engagement or involvement, the greater the opportunity to empower citizens and build capacity. However, high levels of engagement such as acting together or supporting have greater resource implications in terms of both time and cost, as the citizens and stakeholders who we are engaging with will require a great deal of support and training.
3. Deciding who to consult with?
There are a variety of individuals and groups who are affected by or have an interest in decisions made by the Council. A generic term for the range of people is ‘stakeholders’, as they have a stake in our actions.
Knowing who the stakeholders are will help us to select the appropriate consultation techniques for their effective involvement. The stakeholders may vary according to the issue, but should always include people who will be most affected by the decision and those whose views are often overlooked or under- represented. It may frequently be necessary to consult with a range of individuals, groups or communities in order to achieve the objectives of a consultation exercise.
It is essential that any consultation activity is planned within the overall context of ensuring that the outcome will reflect the diversity of South Derbyshire’s population.
Stakeholders could include:
• Service users People using Council services are often the first group of people that come to mind when planning consultation. It is important to establish at an early stage
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exactly who your service users are and in what capacity you are consulting with them, in order to fully understand the responses you get back.
• Non-users, latent and potential users Whilst not using the service at present, this group may have done so in the past or might do the future. Their views regarding the service can make a valuable contribution to reviews. Non-users will not have their views restricted by their experience of the service, and ex-users may have useful information about why they stopped using the service.
• General public South Derbyshire residents have a direct interest because they pay for services via local taxation.
• Proxy consultees/advocates Proxy consultees speak on behalf of others and are consulted in that capacity. They may for example represent the views of people with learning difficulties.
• Statutory, voluntary and community organisations There are a range of organisations that the Council works closely with, and that have a keen interest in our activities. This is increasingly apparent with more collaborative ways of working and the development of community planning and Local Strategic Partnerships.
• Business sector As well as contributing to service costs via business tax, businesses are often directly affected by our decisions or policies, and form the basis of local investment and employment. They may also be able to contribute valuable commercial advice.
• Elected Members In their various and respective roles, Members will undoubtedly have their own views about particular services, or views from members of the public whom they represent. It is imperative that these views are gathered during the consultation process.
• Service managers These may be Council staff, or managers of externally provided services. Their consideration about the potential future direction of services can help decision-making.
• Staff Frontline and support service providers and union representatives are key stakeholders and a valuable consultative resource. Staff are often also local service users and will have a unique position as local residents, service
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providers and people who are the first point of contact for service users. They can often suggest alternatives or improvements to the delivery of services and highlight potential problems.
• Communities South Derbyshire is made up of a number of overlapping communities of place, identity and interest. Whilst it is useful to segment and identify your various target audiences, it should be remembered that individuals can fall into many different categories.
4. What consultation is being done elsewhere?
Before embarking on what could be a resource intensive process of consultation, it is useful to carry out a research exercise, or an audit’, to identify what is already being done within South Derbyshire. This exercise has three main benefits:
Identifying examples of best practice: Don’t re-invent the wheel. It is likely that we will be able to learn from other consultation projects that will have taken place throughout the Council.
Saving resources: It may be possible to link with other projects or build on existing work. The results from other consultation activities may even be able to be used to eliminate the need for further consultation activities.
Avoiding duplication and streamlining community engagement: All of the key organisations in South Derbyshire are constantly involved in community engagement, particularly information-giving and consultation. At any one time there will be numerous consultation exercises taking place. If residents are consulted on numerous occasions and frequently about the same or similar topics, this will inevitably lead to consultation overload and can even have a detrimental effect. We should therefore be joining-up consultation exercises wherever possible by using one exercise or project to address a number of issues. The aim is to have less consultation but with the same outcomes, in other words to streamline the consultation process.
SECTION 2: DEVELOPING THE PROJECT PLAN
Having set the overall objective(s), a detailed project plan to ensure that the objectives will be met, will need to be prepared. (See annex 1 for a consultation exercise checklist)
A comprehensive project plan should answer the following questions:
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1. What is the most suitable method for consulting with individual communities or neighbourhoods? Once the aims and objectives of the consultation exercise have been agreed, it must be considered how the community are going to be consulted. The method or methods of consultation that are most suitable for the needs of the consultation must be identified in order to ensure that we are achieving fitness for purpose.
There are a wide range of consultation methods that can be used and selecting those that are most appropriate is crucial. The techniques that are available, all have advantages and disadvantages, and once the objective(s) have been agreed, the final choice should depend on a variety of factors. When selecting an appropriate methods of engagement the following questions should be asked:
2. What resources are available (time and money)?
Consultation can be time and resource intensive, depending on the level of involvement that we are aiming to achieve, and the audience with which we want to consult. For example, if we want to hold focus groups with a particular ‘hard- to-reach’ ethnic minority community, the additional resources that will be required, employing an interpreter, supplying translated written materials etc will need to be considered. We therefore need to fully consider time and financial constraints and be realistic when identifying the most appropriate mechanism of engagement.
3. What type of information is required?
When choosing between quantitative and qualitative research the main consideration should be how in depth we would like our research to be. We must be mindful that research requires a high degree of skill and expertise if it is to be carried out well and produce meaningful results.
Quantitative - Quantitative research focuses on providing statistically reliable information using a large sample of people. It is used to answer predetermined questions such as the percentage of people who are satisfied with a service. It usually involves sampling a group of people and asking them questions, and if the sample is drawn up using statistically reliable methods, then the results can be said to be reliable for all the people whose views you need. This type of research is useful for providing a snapshot of public opinions and attitudes and the results are measurable can be used as a benchmark. The disadvantage of quantitative research is that it is not suitable for exploring issues in depth. The most popular method for quantitative research is the survey.
Qualitative - Qualitative research explores people's attitudes, behaviours and motives in more depth. It usually involves small numbers of people and
Page 36 of 81 36 South Derbyshire District Council Consultation Strategy 2007-2010 therefore cannot provide statistically reliable results. However, it can explain behaviour much better than quantitative research. For example, while a postal survey may be able to tell you how many people use the council's library service, qualitative research will draw out why some people choose to use it and why others do not. The main advantage of qualitative research is that it allows participants to talk freely about issues, rather than simply respond to predetermined questions with set responses. A typical qualitative research technique is focus groups.
4. How can a representative sample be achieved?
Sampling – In some cases we might be able to consult with each of the stakeholders that have been identified e.g. everyone attending an event, everyone attending a course or all residents of sheltered housing schemes. This is known as surveying the whole of the population. More often it is not practical to survey everyone and a sample will need to be chosen. The aim of sampling is to make sure that the people completing a survey are representative of the population or the target audience. For example, if half of the population in South Derbyshire are male, then any sample aiming to survey the population as a whole should be made up of 50% male and 50% females. There are two main ways of selecting samples:
• Probability sampling – where each person has an equal chance of being selected • Non-probability sampling – where representative selection is not left to chance
Probability sampling: A simple random sample can be generated by drawing up a sampling frame that contains all the names of everyone in your population, and picking out a percentage by random. For example, of a list of 2,000 people who had used our service in the last year –the list could be numbered and we could pick out 200 numbers at random to represent the 2,000. Alternatively every tenth person on the list could be used- systematic sampling. Stratified sampling is a way of reducing the chances that the random sample is unrepresentative. For example, ward data from the Electoral Register could be used to ensure the same fraction of samples is taken from each ward.
Non-probability sampling: Often when undertaking surveys, the characteristics of a total population are unknown or a complete sampling frame is not available. In such cases, non- probability sampling is used. This is relatively a cheap and quick method, but there is a far more chance of a sample being unrepresentative or biased. The most common non-probability sampling technique is quota sampling, this means quotas from each demographic group are agreed and targeted. For
Page 37 of 81 37 South Derbyshire District Council Consultation Strategy 2007-2010 instance, the survey will aim to fulfil certain age, gender or ethnicity characteristics.
Sample size: As mentioned, the main aim of quantitative research methods is to produce representative and statistically valid results. As such, the sample of population surveyed must be of sufficient size to be meaningfully compared to the population. It should be noted that sample sizes are not dependent upon the size of the population. As long as the sample represents a small proportion of the population and is randomly selected, then it will give reasonably accurately results. For example, whether conducting a poll examining the voting intentions of adults in the UK or one considering the voting intention of adults in South Derbyshire, both surveys will require a similar sample size in order for data to be meaningful.
Generally, a sample below 100 individuals will not be analytically meaningful. This sample size is relevant to both the sampled population, and to any sub- sample that we might wish to explore. If we wanted to analyse sub-groups, we would need at least 100 responses from each group to ensure a degree of accuracy. For example, if we wanted to look at the differences between men and women – we would need at least 100 men and 100 women in the sample. If we have a range of different age groups or ethnic backgrounds we would need to ensure that we have at least 100 people in each category. Therefore it is worthwhile thinking about how to analyse the data prior to developing a sampling strategy.
5. How to design a questionnaire that meets our needs?
Once the planning stage has been worked through and the objectives of the survey and the information that is needed are completely clear, the questions can be designed. The method chosen will influence the design i.e. postal surveys will need to be kept clear, simple and relatively short, whereas surveys using trained interviewers can be more complex.
The Policy Unit is experienced in using questionnaire design and analysis software and should be contacted before planning this form of consultation.
The following should be considered when designing a questionnaire:
Length of questionnaire: • The length of a questionnaire will depend on the type of survey. As a general guide, most self-administered surveys should not exceed four pages. In some circumstances the survey can be longer, this is where the audience may be more receptive, for example when the survey is about a topical subject i.e. crime. In general, shorter surveys achieve
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higher response rates, however less information is obtained from a short survey.
Types of questions: • Multiple choice, are where people are given a number of responses to choose from. This is a form of closed questions, which allow people to choose from set answers, normally by ticking a box. These questions are best for statistical analysis.
• Open questions, ask people to use their own words and make comments. Although open-ended questions can be time consuming to analyse, they are good to begin to understand why people have responded in the way they have. It is a good idea to put and open-ended questions at the end of each section. For example, ‘if you have any further comments or ideas please give them in the space provided below.’
• Rating scales, these are used for satisfaction questions. There should be the same scale of positive as negatives, with a neutral option in the middle. The scales need to be consistent. It is also common practice to include a ‘don’t know’ or ‘not applicable’ option
• Checklist questions, this is where number of items/ attributes are listed and people are asked to tick those that are most important to them (normally three, four or five) or ask them to rank them in preference
Question wording: • Keep the language simple and jargon free,
• It is advisable to keep questions short and preferable no more than 25 words in a question.
• Ask one question at a time, for example, to include a question such as “are the staff helpful and courteous?” is asking two separate questions in one. Staff maybe helpful but not courteous
• Avoid leading questions - try not to give respondents the impression that a question has a "right" answer. "The Council believes that young people need structured after-school activities. Do you agree?" Such leading questions may prejudice the results of the survey.
• Ensure that the questions are as neutral as possible. If questions are asked looking for opinions, recognised scales should be used, for example “strongly agree”, “tend to agree”, “neither”, “tend to disagree” “strongly disagree” “don’t know/ no opinion” Some researchers choose to omit the do not know field, forcing respondents to make a choice. Numerical rating Page 39 of 81 39 South Derbyshire District Council Consultation Strategy 2007-2010
is also frequently used, e.g., on a scale of one to five, how would you rate…. If this method is used, you need to make clear which number is high or very good, and you may get more middle or neutral answers.
• Make questions as specific as possible – instead of allowing open-ended options for questions it is advisable to try and categorise as much as possible. For example a question such as “when did you last visit the Council?” Was it in the last week, in the last fortnight, in the last month, in the last couple of months, in the last 6 months, in the last year, longer, never?
Confidentiality: • Ensure confidentiality, any documents that can identify a respondent should be kept in a lockable draw/ cupboard.
Design and layout: • Include any relevant logos
• The questionnaire should be clearly laid out so that respondents can easily read and follow it. To account for those people with visual impairments, ideally a font size of 12 should be used in your questionnaire and no more than two typefaces should be used.
• Try to avoid lines in the space where responses are given, instead use boxes or circles and leave enough space for comments.
• Alternative formats and languages should also be offered if applicable - many councils explain what the survey is about in the main community languages.
• There should be an introduction explaining what the consultation is for along with an assurance of confidentiality.
• Classification or personal questions are often best left to the end of the questionnaire.
• Questions should be in a logical order with simple, introductory questions at the beginning. Questions can be grouped under headings, with simple explanations or examples of how to complete.
• Questions can be routed. For example, if a person has not used a particular service, they need not answer the next questions about their experience of that service.
• The questionnaire should end with a thank you message, including how and when the results will be used and publicised. If the questionnaire is Page 40 of 81 40 South Derbyshire District Council Consultation Strategy 2007-2010
postal, it will need the deadline and the return address - a prepaid envelope will increase the response rate.
Colour: • One of the best colours to use for a one off questionnaire is yellow. Yellow paper generates the highest response rates of all colours and is the recommended colour to be use by the Royal National Institute for the Blind. • Follow the Corporate identity guidelines on the Council’s intranet
Freedom Of Information: • Every piece of consultation should always carry a freedom of information statement. Guidance on data protection can be obtained from the Council’s Website15.
Demographic questions: • At the end of your questionnaire a section for demographic information should be included. A lot of useful information can be gained by asking simple demographic/ profiling questions. These can then be cross- referenced with other questions within a questionnaire to extract useful information e.g. how particular groups (gender, age, particular ethnic group, disability etc) responded to a survey questionnaire.
Piloting the questionnaire: • Before embarking on the full survey, it is worth testing out the questionnaire on a small group of people - preferably on people with a range of different backgrounds and abilities to ensure that it is accessible to all. This will uncover if there are any potential problems, or if any of the questions need to be rephrased, and will also give an indication of how long it takes to complete. Any problems that show up in the pilot can then be resolved before using the survey.
Timing: • Avoid sending out questionnaires around Christmas. Surprisingly, summer is not a bad time for postal surveys but as in all other cases allow at least 2 weeks and preferably 4 weeks for people to respond. Check with the Policy Unit as to what other consultation activity is taking place.
Removing barriers: • Think about how to remove barriers for users: translate questionnaires, or consider an interpreter; use an interviewer for people who might have difficulty reading or writing; use Braille, large print or audio cassettes to survey visually impaired people; put the questionnaire on the Internet and
15www.southderbys.gov.uk/CouncilGovernmentDemocracy/DataProtectionFreedomInformation/PrivacyAn dDataProtection/default.htm Page 41 of 81 41 South Derbyshire District Council Consultation Strategy 2007-2010
invite e-mail responses (e-mail addresses appear automatically on mail, so bear in mind that people won't be able to send anonymous responses in this way); include a reply-paid envelope for postal surveys
Publicising the survey: • Sample sizes and response rates will vary according to the sort of survey method used, who is being asked and what is asked. Response rates to postal surveys can be as low as 10% if they are sent 'cold'. Making sure people know about your consultation is important to boosting response rates. Press releases, posters, adverts, Internet are all ways of getting messages to local people. Responses rates can also be improved by designing the questionnaire carefully, including pre-paid reply envelopes, personalising letters etc.
6. How to organise a focus group that meets our needs?
Once the planning stages of the consultation exercise have been worked through, the objective of the focus group and the information that is needed is completely clear, the focus group itself can be planned.
Planning: Enough time should be allowed to plan the focus group, particularly to agree issues such as the scope of questioning, participants, moderators, venue, date and method of recruitment.
Recruitment: Successful focus groups are dependent on the careful recruitment of a balanced group of participants that will generate free-flowing discussions that contain useful data.
• Compatibility In general groups need to be compatible with people of similar backgrounds and characteristics e.g. age, location, income, gender
• Group Size and Number In general, six participants is a minimum, whilst twelve is considered the maximum. Often a number of focus groups are required to ensure an adequate ‘cross-section’ of general population and participants are involved
Selection: Participants can be selected either randomly or purposely, the former being used for larger focus groups when the participants may not know the topic well. Occasionally, participants may be invited by open invitation, but this makes it hard to control numbers and may attract the ‘vocal minority’ who can disrupt or divert the focus group. Participants can also be recruited from South Derbyshire District Council’s Citizens’ Panel. (The Policy Unit coordinates consultation through the citizens’ panel) Page 42 of 81 42 South Derbyshire District Council Consultation Strategy 2007-2010
Making contact: Contact may be made by phone, email or letter but it is important to ensure that all participants for a particular focus group are invited in the same way and so that they have clear understanding of what the focus group is aiming to do. It is also good practice to ask participants about any support or ‘reasonable adjustments’ needed, as well as dietary requirements. All relevant background information should also be sent out to participants prior to the event.
Nearer the event date, participants may begin to ‘drop out’, so it is advisable to contact all participants a couple of days before the event to check they’re still coming. Any extras to fill the quota may then need to be recruited
Payment: In most instances it is accepted practice to make a notional payments to participants to cover expenses. Payment should be given to participants at the end of the Focus Group.
Moderation: • Setting up the session Locations for focus groups must meet the needs of both the moderators and the participants, from the moderator’s point of view, the primary concerns are the ability to hold a discussion and capture data.
• Will participants all be able to see and hear each other? • Will there be a minimum of distractions and interruptions? • Will it be straightforward to capture the data, either by observing or recording
From the participants' point of view it is important that people feel relaxed and not intimidated, therefore convenience and comfort are the main concerns:
• How easy will it be to reach the facility? • Is parking available? • Do the facilities make it pleasant to sit and talk for up to two hours?
Suitable accommodation could include community centres, schools or colleges, leisure centres, town halls etc. Occasionally it may be important to hold focus groups on neutral territory. It is recommended that refreshments and/or a buffet are provided. Hence it may be worth having somewhere with facilities on site or a regular catering provider. Wherever is chosen, the venue must be fully accessible for the target audience.
When choosing a suitable room consider:
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• Are appropriate tables and chairs already available? • Is the layout appropriate e.g., chairs 'in the round' rather than with an audience and top table? • Are there well-placed electrical plugs for recording equipment • Will noise levels or other distractions be a problem during the group? • Are there windows that will create visual distractions? • How will the refreshments and buffet be served? • Where will you greet participants when they arrive?
Planning the questions: The questions asked will depend on the topic(s) being addressed in the focus group. The first step in planning questions is to clarify the objective of the consultation. Once this is understood, the next step is to gather ideas about questions that will provide information relating to the objective. The task of designing questions should never be assigned to just one person. A session to generate a variety of ideas from which final questions will develop should be held.
• Timing the questions: In a two-hour focus group, it is worth planning for 90 minutes of questions and discussion to allow for late starters, a summary at the end, and final comments from the participants.
Recording the Data: In most instances the moderator and their assistant should record the key points at the discussion as the focus group progresses. It is rarely necessary to write down all discussions verbatium. It is accepted practice to use a tape to record the conversation, so that the moderator can concentrate on managing the group rather than recording the data. If it is proposed to use a tape recorder the permission of all participants must be sought before recording beings. If the participants are reluctant do not pressurise them as this will intimidate the participants and hinder the work of the group. The data should therefore be written down.
The role of the Moderator: Crucial to success of focus groups is the choice of the moderator. A good moderator creates the right atmosphere within the group and skilfully guides the participants through the questions. At the end of the focus group, the outcome will be that the participants have enjoyed the experience and the researchers have the information they need.
The Do’s and Don’ts of successful moderation are:
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Do’s Don’ts Be interested in the participants and Be a participant value all contributions Match the moderator to the Put forward your own views participants Ensure the moderator has the Make value judgements about required qualities contributions Make value judgements about Follow the track to conclusions yet contributions Be familiar with the questions and use Go beyond the allotted time for this appropriate questioning techniques phase (the next phase is usually longer) Use listening skills Get too stuck on any point Summarise the discussion Pre-judge what might come out here Encourage everyone to participate Stick with one procedure if it isn't working Explore alternatives Allow one, or few members to hog the limelight Find a way of capturing and Take sides in the debate sensitively dealing with the points that are raised but are not taken any further Be clear about what will be done with Interrupt the information from this phase Debrief with the assistant moderator without using your own view or expressions
Analysing and Reporting: Analysis is always linked to the objective of the consultation. Keeping this in mind will help select the data from the focus groups, which gives the answers to the key questions. It is best to jointly tackle the task of analysis between a number of people who are closely involved with the project, especially during the interpretation stage. This is to ensure that a number of interpretations are considered. There is a tendency to get stuck into a narrow view with only one analyst and an open-minded approach leads to a better final report
As the findings are interpreted, it is a good idea to ask:
• What was previously known and then confirmed or challenged by this Consultation? • What was suspected and then confirmed or challenged by this Consultation? • What was new that wasn't previously suspected? • What implications do these results have for our services?
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It is essential that the findings and the subsequent decisions are fedback to all participants; they should be informed at the event when they are likely to expect the information and the format they will receive it in.
7. How can everyone participate?
Once the target community/ communities have been defined, it needs to be ensured that the chosen mechanism(s) of consultation enables everyone within the community to participate. The nature of the community will dictate the types of methods that can be used, as well as how and when this can be done.
Some methods of consultation can marginalise certain groups or sections of the community, particularly those hard-to-reach groups who often experience social exclusion. It must therefore be ensured that the techniques employed do not discriminate against anyone and remain consistent with representing the diversity of the population of South Derbyshire.
For example, when designing a questionnaire the barriers that may prevent certain sections of the community from participating –language, literacy, disability and so on should be considered. To overcome this problem, a range of techniques such as combining a questionnaire with focus groups should be used. This helps to ensure that a full range of perspectives has been obtained.
8. How do the target audience want to engage?
Public service providers are becoming increasingly committed to consulting with communities about issues that affect their lives, but it cannot assumed that those communities will actually want to be involved to the level that is anticipated. They may actually be perfectly happy with the situation as it is, or alternatively may not be interested or have the time or capacity to take part.
We would therefore need to fully explain the proposed consultation process to the potential ‘participants’ (see annex 2 for a recommended template). This requires openness and honesty about what they can hope to gain from the process, the extent to which their involvement will impact on the decision-making process, and the level of commitment that will be required from them. It may be worth offering a range of appropriate consultation mechanisms that they can choose from. See Section 4 – Engaging With Groups We Find Hard to Reach
9. How can people be encouraged to get involved?
Consultation not only requires a time commitment from the organisation(s) involved, but also the participants themselves. It must therefore be considered
Page 46 of 81 46 South Derbyshire District Council Consultation Strategy 2007-2010 how to encourage people to give up their time to participate in the engagement process, and how to maintain their interest.
People are most likely to become involved if: • The issue is of interest or matters to them • They stand to lose or gain something
We should always be open and honest from the outset about what can be achieved or influenced, and the limitations and constraints within the consultation activity. Outputs and timescales should be realistic. It must be made clear whether participants can expect to see tangible outputs in the short term or if a long-term strategy is being developed that they might not see any benefits for several years
10. How to ensure that people can make informed and considered choices?
If people are to influence the development of policy and strategy, they need to be given sufficient time and information to explore ideas and think them through, especially if the issues are complex. It cannot be assumed that participants have a prior knowledge of any issues that they are being engaging about, particularly if it is an issue that does not directly impact on their day-to-day lives.
Therefore, providing background information is sometimes necessary. Care must be taken to ensure that any background information is clear, concise, honest, completely unbiased and clearly presents both sides of an argument. The information must also be in an appropriate format. The barriers that the chosen format may impose should be considered, for example language problems, literacy or sensory impairment.
11. How to analyse the data?
How the data is going to be coded, inputted and analysed should be considered from the outset. These are complex tasks that require expertise, and in the case of quantitative analysis, appropriate software, if the results are to be meaningful and accurate. The Policy Unit is experienced in using data analysis software and will advise accordingly.
12. How to evaluate the consultation?
Evaluating the effectiveness of the consultation is vital, and should not be left to the end of the process. It will be much easier to do if it is included in the initial planning stage of the consultation exercise.
Effective evaluation can help to identify
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• What worked • What did not work • Why it did not work
To ensure the evaluation is a valuable exercise, it is important that clear objectives are set from the outset of the consultation. (See a full evaluation checklist in annex 3)
13. What is the effect of the consultation?
The key question following any consultation exercise is “has anything changed as a result of the consultation?” At the end we need to be able to measure whether…
• Views have been gathered that can be used • Those views have actually been used • The consultation has led to some identifiable change in a service and policy
14. How to act on the findings and provide feedback to your participants?
Providing feedback is one of the most important stages of the consultation process and is one that can be easily missed. It is particularly necessary when the outcomes are relatively invisible, for example where strategies or policies have been developed, but there are no immediate tangible outputs.
By demonstrating that we have listened to what consultees have said, feedback can help the Council to strengthen the credibility of it’s consultation work. It can also increase the likelihood that consultees will respond to future exercises.
Providing feedback is in itself a mechanism of consultation that could require the same planning process as the original exercise depending on the scale. When planning the feedback process, it is necessary to consider the most appropriate mechanism. It is worth asking participants how they would like to receive feedback. Participants should be told how and when they should expect to receive feedback. Feedback to people who take part in any consultation and the wider public is a critical part of building confidence in the Council and creating a long-term relationship with people.
The results and any actions, which follow, both need to be reported to the people who took part. Equally, if the council chooses not to act on some or all of the ideas arising from consultation then it needs to clearly explain the reasons for this. There can be very good reasons for not taking forward work after a consultation and people will accept this if it is explained and not hidden.
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Remember, that as the process can be slow people need to be kept informed between stages about what is happening and have a realistic idea about how quickly things will happen.
15. Who will the results be communicated to?
It is important that the key stakeholders are identified, and the best method of communicating the results is decided. For example:
• Corporate Management Team, Policy and Scrutiny Commitees –the results of strategic / contentious consultation exercises will need to be communicated. • Members in general- particularly if the results affect their ward or portfolio • Heads of Service, Team Managers and Senior Management Teams – particularly where the results affect their service • Front line staff and other officers • Partner organisations/ stakeholders • Users/ residents and other members of the community
How will the information be communicated: Different audiences will have different needs so communicating the results of the consultation could take different forms and in many cases a mix of techniques is best. For example, communication methods could include:
• Follow up meeting/discussion/presentation For a small group of consultees, it might be appropriate to hold a follow up meeting where consultation results and proposed action plans can be presented. This would have the added benefit of enabling people to ask questions and perhaps have an input into drawing up the final action plan.
• Leaflet/newsletter For a large group of consultees, or where there is ongoing consultation, the preferred method may be to send out a leaflet or newsletter. The publication should be interesting to look at, easy to read, and well laid out, containing the most salient points relevant to the particular target audience. Strike a balance between something eye-catching that will attract attention but not too glossy in case it looks extravagant.
• Local press The consultees may have been anonymous and widely dispersed, as in for example a self completion survey printed in a local newspaper. Feedback to them, as well as information to the general public, can form a news item in the local, or even national press.
• Publications
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Local government journals and other trade magazines may be very interested in an article about your consultation activity, its results and any policy or practical changes that may have arisen from it.
• Internet Survey and consultation results may be published on the Council’s website to reach a diverse range of audiences, including other local authorities. Posting the information on our website is a cost-effective way of reaching a very wide audience. However, not everyone has access to the Internet and you may not reach important groups. ] The results and decisions of all public consultation should be at least made available on the Council’s website.
Remember that it is also important to feed back the results of consultation internally, within the Council. This can be done in a variety or combination of ways. Options include: • Internal Intranet • Team/ Core Briefing • E-mail • Leaflets on notice boards • Reports • Staff presentation • Managerial/team meetings • Member presentations
Further considerations: • Use of plain language in written feedback. • Use of other formats where needed e.g. tape, large print, community languages. • Selective use of key points from the full survey results/report. • Use of diagrams, graphs and charts to display numerical data, with cross- tabulations showing key relationships • Use of quotes from the consultees, Councillors and or officers regarding the consultation process, the results, or actions following the survey findings. • People will expect to receive feedback soon after the consultation. Given the lengthy time our decision-making processes can take, it may be appropriate to give feedback in two stages. Initially to give the results, and later to inform about how the results have been used, or what action will be taken. • The quality of the feedback and the extent to which it has been understood will also need to be monitored and evaluated.
What information should be published:
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Following any consultation exercise, is recommended that the following is published to provide good feedback to respondents:
• Why the consultation was carried out • Details of how it was carried out • A summary of the replies received from the people consulted • An assessment of the proposed policy (or policy options) in light of the responses received. • A statement of what is planned next
16. How to check how the people consulted feel about the consultation process?
Participants should always be offered an opportunity to comment on the consultation exercise/process. The way this will be done will vary according to the method used. (See annex 4 for useful questions to ask)
SECTION 3: CONSULTATION METHODS
Different people or communities prefer different consultation methods and some methods work better for some consultation activities than others. Whichever method used, access for all people or communities of interest including hard to reach groups must always be considered.
The consultation methods typically used are listed on the Quick Method Selector, on the following page. This list is only intended as a ‘rough guide,’ and is by no means exhaustive or prescriptive. Organisations should constantly be seeking to identify new and innovative ways of engaging with communities. The Quick Method Selector and the Consultation Commentaries should be used to help select the best method for a particular exercise in mind.
Quick Method Selector:
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Empowering Referenda Collaborating Community Needs Analysis Citizens’ Juries Physical Planning Involving User Panel/ Committees Tenants or other Stakeholder Associations Consulting Citizens Panel Focus groups Neighbourhood Forums Public Meetings Surveys – self completion Surveys – telephone Surveys – face to face Website Seminars/ Workshops User Comments and Complaints
Ladder of Community Participation Participation Community of Ladder Informing Publicity Exhibitions and Roadshows
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Consultation Commentaries:
Method Description Advantages Disadvantages Costs
Referenda These involve holding a The view of a large Can only be used for High formal poll on a single number of people can be single issues that issue. obtained efficiently and require little relatively quickly explanation
Returns can be given by Can only give a yes or post, by telephone no answer or a choice or minicom and between a limited electronically number of options
Community Framework for detailed Provides very detailed Expensive and time High Needs Analysis overview of small area. analysis of issues thus consuming Involves a range of ensuring decisions are stakeholders to evidence based Possibly leads to over determine actions expectation following research on complex issues Needs to be managed effectively Citizens’ Juries Juries involve a small Can be used for very Sample is very small, High sample of the public complex subjects e.g., and so not usually paid to spend perhaps travellers’ sites, drug representative of the a few days debating an rehabilitation hostels whole population issue in a quasi-judicial setting with evidence Formalised setting Time-consuming and from witnesses. means participants can resource-intensive be made fully aware of all the issues Limited numbers
directly involved may reduce larger public ownership of the results Physical Structured consultation Can involve whole Difficult to ensure Medium/ High planning method that uses a 3D community representation (planning for plan of the real) neighbourhood to People involved in the Size of the model limits ascertain what physical decision making, making how many people can changes people want use of local knowledge, be involved for their local area helping generate options, not just consulted on them
User Stakeholder Has real power Users may get too Low Committees/ involvement in close to be Panels decision-making bodies Shows user perspective representative of service provider Tenants or other Body of tenants (or Very self-led May be a minority Low Stakeholder other stakeholders) Associations meeting formally Strong local involvement May get adversarial
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Citizens Panel Comprise between 500 Can be used to tackle Setting up the panel High and 2,000 citizens who more complex issues, if to start with can be are demographically panel members are time-consuming and representative of the properly briefed resource-intensive population who respond to periodic Panel can be structured Panel members can surveys to be fully become too representative of the sympathetic of the whole community authority, and no longer representative Can be used to tackle of public opinion different issues or to assess changes of Not suitable for opinion over time consultation about services used by Useful in sparsely limited numbers of populated rural areas people
Consultation can be Not always useful for quantitative or qualitative hard-to-reach groups using all or just some of as by their very nature the panel members these groups will not opt in to a panel Focus Groups Small groups of around Relatively easy to Results cannot be Medium eight to 10 people who organise representative, unless are invited to attend a large number of informal discussion Can be used to consult groups are organised sessions on a particular different sections of the topic. Sessions are community and useful for Results cannot easily facilitated. consulting specific target be quantified groups of people
Interpreters, sign language interpreters etc can be used
Complex issues can be tackled through discussion Neighbourhood This is any kind of Once the structure has Difficult to ensure Low Forums structured, regular local been established, can attendees are truly meetings for local be used regularly representative of the people to consult about local community issues of local Can be led by council importance. members, and provides a Can become useful link between dominated by a few members and local vocal people people
More difficult to run
successfully in areas
where there is no
clearly identifiable neighbourhood
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Public Meetings Open meeting with Opportunity to provide Attendees are Low scheduled agendas information and receive unlikely to represent feedback all views
Builds relationships Can be dominated by with local community the mot vocal
Turnout can be poor
Surveys - self These involve sending Large numbers of people There is little control Varies – completion out a questionnaire to can be contacted, either over who fills in the depending on respondents for them targeted or at random, at questionnaire so survey can be to complete and send relatively low cost results may not be labour back. representative intensive and Sample can be expensive statistically accurate It is difficult to ask questions relating to Respondents can fill out awareness the questionnaire in their own time, which may Forms need to be lead to more considered kept short or they will responses put off respondents from filling them in
There tends to be a low response rate – sometimes as low as five per cent Surveys – These are similar to Large numbers of Households without a Varies, may telephone face to face surveys people can be telephone or those need external but questions are contacted at a relatively that are ex-directory resources and asked over the phone. low cost are excluded trained researchers Relatively easy to Trained interviewers conduct in-house must be used
Easy to survey people More easy for the who live in wide respondent to be geographic areas distracted than in a face to face survey More complex issues can be tackled than in a The language barrier postal survey will need to be addressed if the Easy to reach some person speaks little or disabled people no English
A text telephone or Telephone surveys minicom to communicate have high refusal with people with a rates hearing impairment Cold calling can often
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annoy the prospective respondent
Sample results may not be representative Surveys – face Face to face surveys The questionnaire can More expensive than High to face are a traditional way of often be longer than a postal surveys asking larger numbers postal survey of people their views Time consuming and using a structured The questionnaire can labour intensive questionnaire. be designed so that Interviewers are used different groups of Interviews to be done and they read the people can be at different times of questions to the interviewed the day and to ensure respondents usually by that all persons are stopping them in the A higher response rate questioned street or calling at their is usually achieved than homes. with postal surveys Requires trained interviewers It is easier to identify the appropriate person Interviewers to be to complete the trained in sign questionnaire language or be accompanied by an interpreter
May be more time consuming for the respondent Website Using information Cost effective Won’t reach everyone Low, once set technology to inform Quick response rate Requires technical up and gather feedback Potentially wide-reaching expertise e.g. online Can be used to engage May exclude some questionnaires with some hard to reach groups e.g. elderly, low groups income Results can be unrepresentative
Seminars/ A formally organised Opportunity to share Requires a great deal Medium workshops discussion group to large amounts of of organisation and exchange and gather information specialist moderation information Large numbers of people skills. can participate Can be costly and time Participants can ask consuming questions and explore Can be dominated by issues in detail the most vocal
User Comments Provides a system for Easy to set up Unlikely to yield Medium and Complaints direct feedback from Provides input from positive comments service users. service users Not representative Can identify weaknesses and strengths Formal mechanism for
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pursuing a complaint
Publicity To provide information Potential for regular Can be costly and time Medium specific to an updates consuming organisation, Can reach a wide Not always read by the neighbourhood or audience target audience initiative Exhibitions and Used to provide Effective in publicising Groups reached Medium Roadshows information and to services/ organisations dependent on location/ obtain views on specific Give public flexibility to timing of road show, services projects or attend exhibition etc services Allow contact with the Likely to obtain views public of a small number of people who are not representative Feedback may be limited
SECTION 4: CONSULTING WITH HARD -TO -REACH GROUPS
It is essential that community consultation activities reflect the diversity of South Derbyshire’s population. The term hard to reach is widely used to describe those groups or communities who experience social exclusion and disempowerment. They are generally perceived by agencies as being by their nature difficult to access. However, many of these groups are not difficult to contact although they may be ‘hard to reach’ using traditional methods such a postal questionnaires and formal public meeting. The onus is on us to make sure that our consultation exercises are inclusive.
Most consultation with hard to reach groups has to be qualitative, as these groups do not usually figure strongly in quantitative surveys. Recruitment has to be creative and can include advertising in specialist magazines, using carers groups and other networks. The real big issue is to make consultation interesting and relevant to the people you want to reach
A hard-to-reach group is any group or section of the community who it is difficult to access for any reason such as: • Physical inaccessibility (e.g. disability, older of frail people)
• Language (e.g. first generation immigrants to the UK)
• Cultural perceptions and traditions (e.g. disadvantaged young people)
• Social expectations (e.g. children and young people who are often not considered as appropriate to be engaged with and who themselves often do not expect to be taken seriously) Page 57 of 81 57 South Derbyshire District Council Consultation Strategy 2007-2010
Thus, hard-to-reach groups may include: Asylum seekers Children and young people Drug users Faith communities Gay, lesbian and bisexual men and women, transsexual and transgendered people Homeless people Minority ethnic communities (particular sections of) Offenders/ Ex-offenders Older people (especially frail and/ or isolated older people) People with disabilities People with learning difficulties People with mental health problems People who travel or commute into the area Rural Communities Single parents Small businesses Travellers Tourists Victims of domestic abuse Young men of working age
However, what is important to note is that defining all sectors of the above categories as hard to reach is both simplistic and misleading. Consideration needs to be given to the particular characteristics of population sub-groups. For example, in many areas, minority ethnic communities are generally well integrated into society and therefore are not difficult to access. However, there may be specific sectors, such as first generation Muslim women, who are not so well integrated, and whose views and experiences are not catered for in existing engagement mechanisms. This sector must therefore be considered as the hard-to-reach group.
When identifying hard to reach groups, it is necessary to consider the groups within the local population. Derbyshire County Council have produced demographic profiles of South Derbyshire based on the Census 2001. However, data may not be available at a level that allows these ‘hard to reach sectors’ to be identified. If this is the case, contact intermediary community groups who will be able to provide a different, localised perspective on who are the hard to reach groups within a target community. A good starting point would be with the South Derbyshire Council for Voluntary Service (CVS).
Accessing hard to reach groups: Once the hard to reach groups have been identified, ways of accessing the groups will need to be considered. Work that has already been undertaken in the
Page 58 of 81 58 South Derbyshire District Council Consultation Strategy 2007-2010 area of interest should of have been reviewed at the outset of the consultation and this may have highlighted any hard to reach groups that need to be consulted, as well as having paved the way for gaining access to these groups. If the review does not help, think logically and creatively of ways to access these groups. This could be via informal networks, social venues, or local organisations that work with these groups.
Enabling groups we find hard to reach to participate: Once the hard to reach groups have been identified and accessed, it is necessary to take measures that will help to overcome the barriers that prevented them from participating in the first place (see some advice on this below). This may involve using interpreters, visual aides, and adapting facilities for disabled people, providing care for dependants etc.
For instance when consulting people with learning difficulties information needs to be clearly accessible, it is good practice to use pictures as well as words. When consulting with people who have problems with written information it is recommended that a face-to-face methodology such as focus groups is used. We should also try to be flexible over the timing, location and transport issues and also endeavour to use neutral or safe buildings for exercises.
Adopting a peer process by employing members of the community to undertake the consultation exercise can be extremely effective in overcoming barriers. People are more likely to feel comfortable engaging with members of their own community.
How to get people involved: Getting people involved in consultations can be one of the hardest tasks of the whole process. Prior to any form of consultation it must be considered how people are going to be encouraged to give up their time to participate, and what is of equal importance is maintaining their interest.
It is well worth considering the following possibilities when planning a consultation.
Timing: When considering the timing for a consultation activity, ideally it must suit the consultees. The following should be considered:
• Time of year in terms of the weather. • Young people; consult with them after school and not weekends, evenings or holidays. • Elderly people consult with them in daylight hours, ideally mornings. • Black and Minority Ethnic groups; Friday is an unsuitable day to hold a consultation event for Muslims and Tuesday is unsuitable for Chinese people.
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Accessible venues: It is important that the venues used for consultation events are accessible by public transport and have car parking and disabled access. If possible venues should be central to consultees and events should be held in buildings that are well-known and familiar to participants.
When looking for a venue for a consultation event a good starting point is the Community Buildings Mapping Exercise which was undertaken in 2005/ 2006 as part of the Community Strategy in South Derbyshire. The exercise mapped the location and variety of community buildings and their individual facilities i.e. disabled access, kitchen facilities, car parking etc. The information is yet to be hosted on the Council’s website, so contact the Policy Unit for access to this information.
Welcoming Venues: Try to ensure that the venue chosen that has a welcoming atmosphere and the event should be hosted in an environment that is non-intimidatory.
Refreshments: This is a positive gesture and helps to demonstrate that participation is important and highly valued. It is also worthwhile, if a consultation exercise is being held at lunch or teatime. Remember to ask participants about any dietary requirements that they may have
Make if fun: We are far more likely to attract interest if we can devise innovative and even entertaining means of consulting such as role-plays, or communicating via different mediums e.g. internet, films or text messaging.
If meetings need to be held, consider the format. Is it appropriate to hold structured meetings, with agendas, minutes and chairpersons? Forums of this type may prove intimidating to someone who is not accustomed to meetings and the associated etiquette and procedures and this may inhibit them from contributing.
Incentives: It is not unusual for people taking part in consultation exercises to be offered an incentive. As a minimum it must be ensured that participants are not out of pocket, participants are giving up their time so we should ensure that it is not costing them anything financially. As a minimum, we should offer to reimburse travel costs. We should also consider other expenses that are likely to be incurred, for example caring costs (childcare etc). To avoid making payments that could jeopardise participant’s benefit entitlements it is recommended that gift vouchers are used as an incentive rather than cash
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Transport provision and car parking: Ensure that transport is provided where necessary. There will need to be adequate and safe parking within easy reach of a venue.
Engaging with diverse groups: It is important that a broad range of views from different groups in society are gained when consulting. We should be aware of the barriers that may affect different people’s ability to contribute and consider ways of overcoming these.
Some suggestions for dealing with this challenge are outlined below.
Young People: Young people do not readily respond to general consultation, so their views are often not taken into account. However, children of all ages do have views about the way they are cared for or educated etc and these should be taken into account. Some authorities have successfully set up special consultative forums for young people, either as a way to consult about a particular topic, or as permanent panels that can be used for consulting young people about a range of issues.
Young People are not a homogenous group and we will need to vary the methods and approaches according to the ages, abilities and backgrounds of those we are looking to consult with. Whoever is responsible for carrying out the consultation, needs to find out if it is necessary for those involved need to have a police check to ensure their suitability. If they are likely to have unsupervised or regular access to young people, then a Criminal Record Bureau (CRB) check should be carried out. If those involved already have CRB clearance you should still ask to see written confirmation of this. For further information and for the application form, go to www.crb.gov.uk
For young people under the age of 16, consent from their parent or legal guardian should be obtained. In some settings, it may be that a service provider we are working with has already obtained this, but we should still confirm whether this is the case. This is also needed before we use any photographs or images of the young person(s) involved.
Consultation considerations:
• Look at all the options and tailor the consultation to achieve the level of detail needed. Written consultation is likely to be less productive than meeting young people individually or in groups and hearing their views first hand.
• Make the effort to meet young people on their own territory where they feel comfortable and at a time convenient to both of you. Provide any
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background information and advice young people may need to make face- to face consultation work. Be clear about reimbursing travel and time off work.
• To draw out the differences in young people's views, consultation in small groups is effective. Working in single sex groups allows more open and honest discussion of the issues, especially sensitive topics. This may be particularly important for young people from some ethnic backgrounds.
• Think whether a higher response rate or better coverage could be achieved by consulting through youth bodies. If the consultation process, is contracted out be clear about the remit, coverage, methods and outputs.
• Ensure the body has a strategy for reaching a wide spectrum of young people. Consider using the Internet. Young men in particular seem to appreciate the anonymity of electronic communication. Young people could also be allowed to articulate their views creatively, in forms they choose to use (such as rap, photography, artwork and dance). Think how these forms of expression will be used when interpreting results.
Older People: In some consultation exercises the views of older people are well articulated because they can form the majority of respondents e.g. self-selection postal or newspaper surveys. However, older people are often cited within “harder to reach” categories. This can be seen as contradictory to the opening sentence above where they can form the majority respondees, but is true in practice when the views of people aged over 75 are particularly sought. Remember that older people are not a homogenous group, and there is likely to be marked differences between 60 year olds and people aged 80 and above.
Consultation Considerations:
• Whilst many older people are not disabled, certain conditions such as hearing and visual impairments increase with age. Make sure that facilities such as large print or microphones/ hearing loops are available. Check if British Sign Language interpreters may be appropriate.
• Gaining access to a venue is often a particular concern for many older people. Make sure venues are well catered for by public transport, admission is easy and does not require physical effort to access the building or the room and the event is well signposted. The distance from public amenities (toilets) must also be considered.
It is very important not to patronize older people in your delivery. However, remember to keep language simple and use a large font size (minimum 14) and use diagrams wherever possible to explain a complex issue.
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Remember that older people are as diverse as other individuals and younger age groups. For example cultural and religious needs, gender issues, basic skills needs as well as disability issues need to be considered.
Think about the timing of events and meetings, more and more older people are working. Most older people prefer to attend meetings in the daytime.
Consider how to involve older people with reduced mental capacity or those who rarely go out by offering outreach services and one to one support to complete questionnaires.
Facilitate transport to and from the event to encourage people to attend, people may no longer drive or own a car, or may have mobility difficulties (e.g. wheelchair access may be required). If possible, taxies should be booked on the organisations account so that attendees do not have to pay and then reclaim expenses.
Make provision for carers to either accompany older people to the event or meeting and consider covering the costs to support older people to attend events. Consider that many older people are carers for family and friends so offer to cover carer costs and carer respite.
Think about how long people are sitting through sessions. Tables and chairs are usually preferred rather than just chairs. Ensure that the room is set out to allow easy access for a person in a wheelchair to choose where they prefer to sit.
Black and Minority Ethnic Groups: Ethnic minority communities are extremely diverse, but many have a range of organisations that represent them. We can consult directly with these groups on a delegate basis, but this should not be considered an adequate substitute for consulting individuals as well. One way of reaching individuals is for community organisations to encourage people within their community to get involved in the consultation processes. Successful consultation can also be a way of getting people who have not used services, but who might benefit from them, to start taking them up.
Consultation considerations: • Is the particular minority ethnic community or voluntary group able to represent the range and diversity of people that might be thought to be part of that community group?
• Quantitative research will not generally produce large enough sample sizes for minority ethnic groups; therefore qualitative research (especially focus groups) may be more beneficial. Alternatively a booster survey targeted at minority ethnic groups could be used to make sure their views are included. Page 63 of 81 63 South Derbyshire District Council Consultation Strategy 2007-2010
• Mixed ethnic groups for exercises such as focus groups may be problematic because of differences in culture, background and religion. It may be more productive to recruit to focus groups based on shared language and degrees of fluency rather than ethnicity.
• When providing translations of written consultations thought needs to be given to the extent that individuals may or may not possess literacy skills in their own language. As with the larger community, we cannot assume that written text is accessible to all.
• Recruitment (to participate in consultation) through members of minority ethnic community groups may be more productive than through the organisation, because of the knowledge and trust they already have. However, this may be controversial, so care needs to be taken.
• Using moderators or interpreters who speak the language of the given group has clear advantages. It is important, however, to involve them in the planning, design and analysis stages in order to get useful advice and the best interpretation of expressions that may have no direct equivalent in the given language.
Disabled People: The phrase “disabled people” covers people with many forms of disability such as: 1. People with learning disabilities 2. People with sensory impairments 3. People with physical disabilities 4. People with mental health
As with other groups, the best approach is to find out the needs of disabled people from specific individuals or groups, all the while recognising that there will not be homogeneity. Disabled people also may or may not have carers, who have views that may be important (see annex 5 for a checklist for consulting with disabled people.)
Consultation considerations: Some people with disabilities may find it difficult to participate in consultation unless their specific needs have been catered for these include: • Producing large print or taped versions of questionnaires for people with visual impairments • Using Makaton or pictorial aids for people with learning disabilities • Making minicom numbers available for telephone interviews • Ensuring that public meetings are held in accessible buildings with induction loop systems (relate to buildings audit)
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• Using sign language interpreters in face to face communications with people who have hearing impairments • Carrying out consultation at centres that are used by disabled people.
Lesbians and gay men (and others experiencing discrimination because of their sexuality): It will not be necessarily easy to identify lesbians and gay men, because the discrimination they sometimes face has made it difficult for them to be open. However, their perspectives on services and their needs may well differ from their heterosexual counterparts, e.g. the distinctive needs of lesbian and gay young people. Use word of mouth by contacting the representative groups and make proactive efforts to include representatives from marginalised lesbian, gay or bi-sexual people, such as those who are disabled or black and minority ethnic groups.
Consultation Considerations: • Views and needs or concerns specific to their sexuality may not be expressed in open meetings • Distribution of information through local, regional or national lesbian and gay men’s groups/networks • Press releases to lesbian and gay press • Separate meetings • Use of anonymous consultative approaches
Rural Communities: Apart form using postal and telephone surveys, it can be very difficult to consult rural communities, particularly in sparsely populated areas. Some rural areas have very active parish councils and community/village halls through which it is possible to carry out your consultation. Sending out information through village schools/churches could also be considered.
People with no permanent home: Consulting people with no permanent home represents one of the biggest challenges to local authorities, and needs to be handled sensitively. Some councils have used council lists of people placed in temporary accommodation as a way of consulting homeless people. This can be a valuable approach, but needs to be carried out sensitively, homeless people are often vulnerable and their responses to questions may be skewed by the response that they think the authority wants to hear. We need to make it clear that responses are treated in confidence and will not be linked to any applications for services.
Socially excluded people: These are the people who do not participate because they are having too many problems with their day-to-day lives to take notice of attempts to consult them. These problems may have arisen due to poverty, poor education, poor health, or more likely a combination of these factors. Because socially excluded people do
Page 65 of 81 65 South Derbyshire District Council Consultation Strategy 2007-2010 not form an identifiable group, there are few representative structures or local organisations that can be used to involve them. Nevertheless, because they are likely to be heavily dependent on public services, it is often particularly important to include socially excluded people in consultation.
Some Councils have approached this on a local level, and enlisted the help of residents to help carry out the consultation. This is more likely to happen in relatively small consultation projects, where members of the public have effectively become part of the consultative structure and can identify and involve socially excluded people within their own community.
People who don’t want to take part in consultation: Some people may never want to take part in consultation exercises, however imaginatively we try to encourage them to participate. If people resist getting involved because they are suspicious of the organisation’s motives or feel that their participation will have no impact, then we may need to try again, particularly where people are heavily dependent on local services, or would be likely to benefit significantly from using them. But if individuals who do not need to rely heavily on local services genuinely have no interest in getting involved, there may not be much benefit in continuing efforts to encourage them to do so.
The Council’s Customer Service’s Code of Practice and Standards contains information and guidance about Translation and Interpretation services for disabled people and people whose first language is not English (see annex 6). The Council also has a portable induction loop, which South Derbyshire CVS manages and maintains. This can be loaned out to Departments and partners who are using a venue which does not have a loop system installed. Contact the Policy Unit to book out the hearing loop.
SECTION 5: TRANSLATING OUTCOMES INTO POLICY
It should have been clear from the outset how the information that has been collected, is to be used in terms of informing policy, strategy and project development.
Analysing and interpreting the findings: Data analysis can be a complex process that requires knowledge and skills in research methodology and statistical analysis. Contact the Policy Unit, who can advise accordingly.
Qualitative data (from unstructured interviews, focus groups etc) is the most difficult to analyse, as it is not structured and there are no standard analysis processes that you can follow. It is useful to analyse qualitative data by themes that have emerged, in order to identify key issues.
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Quantitative data is more simple to analyse, although requires a greater knowledge of statistical procedures. For most cases, using frequencies and percentages will suffice, as many people understand can relate to this level of information. Depending on the design of the consultation we should be able to ‘drill down’ into the data and produce ‘cross-tabs’, tables that break down results by demographics, such as age, gender and ethnicity. This helps to identify any significant patterns and trends and is critical in ensuring that service delivery meets the needs of all our communities.
One note of caution is that when the frequencies, and percentages have been produced, we will need to be wary of how the results are used, and be aware of when the results are significant and require further analysis or action, and when they should be disregarded. Wherever possible the results should be placed into context for example comparing satisfaction scores to national/ family benchmarks/ trends or the previous results.
When interpreting the findings and drawing inferences, it is essential that we remain objective. The analysis may come under scrutiny from participants and other key stakeholders, especially if the subject is politically sensitive or controversial. We must therefore ensure that we are able to justify any conclusions that we come to.
Reporting on the results: Reporting on the results serves three main purposes: • It informs managers and decision-makers of the findings, or the outputs of the community, together with any appropriate recommendations in terms of project, policy of strategy development.
• It is a mechanism for providing feedback to participants in the engagement process
• It is a mechanism to share findings and experiences with partner agencies and other interested stakeholders. In light of this the findings may need to be presented in a variety of ways:
• A formal, detailed report written specifically for the organisation, this will be the most complex report and should include detailed analysis and descriptive statistics if applicable, together with key recommendations.
• A summary report that can be accessible to participants, the public and partner organisations.
• Presentations are also a useful way of communicating the findings. They help to reach sections of the community who would not normally be reached.
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However, no matter how the findings are reported, we should always remember the following:
• Be clear and concise; avoid using jargon and baffling people with confusing statistics, including people who work within the organisation. Lengthy papers are unlikely to be read by many people and the key message can be lost.
• Diagrams, charts and pictures have great visual impact and can convey a message a lot more strongly than text.
Annex 1
Consultation Checklist
This outlines each stage in the process of undertaking a consultation exercise and the key steps that need to be taken.
Things to consider before you start a consultation exercise: Are you clear about why you are consulting and your main objectives for the exercise? Have you considered whether any similar consultation has already taken place or whether the information you need is available? Have you let the appropriate people know what you are planning – The Corporate Consultation Officer, Management Team, Ward Members etc Have you checked whether there is any other consultation planned that might impact on your exercise – could you join up with others to prevent duplication and better value for money? Planning the consultation exercise itself: Have you identified your key stakeholders and thought about the ways you are going to involve them in the exercise
Have you considered ‘hard to reach groups’
Are you satisfied that the consultation methods you have chosen meet you objectives i.e. a questionnaire will not give you an in depth idea of what your customers really think Have you made it clear what potential impact the consultation may have?
Is there any background information or additional support that people need in order to participate properly? I.e. plans, strategy document, a briefing
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Have you developed a project plan for the exercise, thinking about timescales and resources? Analysing results, feeding back, learning and evaluation: Have you made arrangements for the results to be collated and analysed by someone with the necessary skills?
Have you planned how the results will be reported to the relevant decision makers? Have you planned how you are going to feedback to consultees, not just on the results but also the influence the results have or will have? Have you considered how you are going to make the feedback available and publicise results if appropriate? Have you built an evaluation process into your project plan looking at whether the exercise met your objectives and whether it delivered value for money? Consider receiving evaluation from consultees, there will probably be valuable lessons on how to do it better in future Have you taken steps to share your exercise across the organisation by logging it on the consultation calendar and on the SDDC website?
Annex 2
Setting out objectives to consultees
This template sets out the main points that will need to be covered in order to let people know what we want to achieve. We will, need to adapt the wording to suit the method of consultation that is being used. For example, if we are doing a survey, or a written consultation exercise we could adapt the format below to be included on a front sheet or covering letter. If we are running a focus group or face to face interview we will need to cover the same points, but present the information differently according to the audience.
“Thank you for participating in (Title of Consultation Exercise). This consultation exercise will run between (state start and end dates). The final date for responses is (state when)
Your responses are important to us. We would like to know (state your objective – what do you hope to achieve)
The reason for asking your views is (what is on offer – what is the decision to be influenced). What you tell us can influence (state what can be changed / what the options are)
Some of this (policy, service, document – state) has already been decided (state what - if appropriate). We are asking for your opinions only on the areas
Page 69 of 81 69 South Derbyshire District Council Consultation Strategy 2007-2010 that can still be influenced. (State here if you have set out specific questions to be answered)
We will let you know what we found out through this exercise by (state how you will provide feedback)
We will take account of your views when the decisions about this (policy, service, document – state) are being made. This will be (state when). The final decision rests with (state who)
It is important that you know that (state any further constraints).
If you need any further information about this (state method) please contact (state who, supply address telephone and email contact)
Don’t forget to use the appropriate Data Protection statement.
This is a genuine exercise to find out your (opinions, views, concerns – state). Thank you for taking part.
Annex 3
Consultation Evaluation Checklist
Use the checklist attached to evaluate a consultation exercise:
Did everyone involved (staff, consultees, partners) understand the objectives of the exercise? Were the right stakeholders involved?
Did you successfully reach all your stakeholders?
Were the numbers who took part as expected – did you reach your targets? Were you successful in reaching ‘hard-to-reach’ groups?
Did the publicity material you used work (e.g. posters to advertise an event, putting material on the internet, press releases)? Did you get the level of information you provided right? (e.g. it was easy to access; relevant to the consultation, produced in plain language, easy to understand and available in other languages and in other formats, e.g. Braille and audio cassette, where necessary) Was the consultation accessible (e.g. interpreters were provided if necessary, venues were accessible, seating and set up encouraged
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participation)? Did the methods used match the objectives?
Was there the right balance of qualitative and quantitative methods?
If you used more than one method, which worked better than others and why?
Did some methods work better with particular stakeholders than others? Note this for the future. Was the timescale and process transparent and kept to – if not, why not?
Did you get the information you wanted in sufficient time, depth, and quality?
Were the level of resources and support right?
Did you budget adequately – note areas of overspend/savings for next time
What were the costs (include staff time)?
Were there any unforeseen costs – what they were?
What was the evaluation of those who took part - what did they think of the information provided, was it easy to give views, did they perceive the exercise as fair, useful? Did it lead to a change of policy, service etc – be specific - how?
How many people will be affected by the changes?
Annex 4
Participant Consultation Evaluation Checklist
In every consultation that is undertaken it is important to give participants an opportunity to evaluate the exercise. Choose from the range of questions below that are applicable to the method used.
Did you understand why you were asked to be involved in this exercise?
Did you know from the outset what difference your participation would make – i.e. did you understand what this consultation could influence and what it could not? Page 71 of 81 71 South Derbyshire District Council Consultation Strategy 2007-2010
Did you think that you were provided with adequate information about the issue?
Was the information easy to read and understand?
Was the information of sufficient detail to help you make up your mind?
If not, what information would have helped you to take part?
Were you told who to ask or where to go if you needed more information?
How easy was it for you to give your views?
Did you think the questions you were asked were fair and balanced? Were you given the opportunity to express a range of opinions?
Did you feel that you needed additional support to participate?
What else could have been done to help you to participate?
What did you think of the practical arrangements for this exercise (e.g. venue, refreshments, interpreters, facilitators)? Did you feel that the consultation exercise was fair and balanced?
Did you feel that your contribution was listened to and respected?
Did you feel your contribution was taken seriously?
Did you feel that your contribution made a difference?
How would you suggest that this consultation exercise could have been improved? What do you feel you gained from being involved in this exercise?
Were you given information about what we found out as a result of this exercise? Did we tell you what, if anything, changed?
What do you think happened as a result of this exercise – do you think it made a difference? Has being involved in this exercise changed the way that you feel about the service/issue (either for better/worse)?
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Annex 5
Checklist for Consulting with Disabled People
Section 1: Have you built consultation into your regular planning cycle and are you consulting as early as you possibly can? Disabled people may need more time for consultation, for example, translating reports into Braille will add time to the consultation process. Are you clear about what you are consulting on and where you expect disabled people to have an input? Are you planning to report back on what views you received and what you have done as a result? Section 2: Does the venue have level or ramped access?
Is there adequate car parking facilities?
Is there a bus route nearby?
Does the venue have accessible toilets?
Do you need to arrange for sign language interpretation?
Is accessible transport required e.g. wheelchair accessible taxi?
Do you need to provide practical help and assistance at the meeting? E.g. helping someone out of a car
Do you need to provide a Personal Assistant for the duration of your meeting? Are you providing drinks on arrival and at regular intervals at your meeting/event? Provide food if you are organising an all day event. Try to keep meetings as short as possible, or take plenty of comfort breaks. Do you need to make written information available in Braille, large print, on tape or computer disk. Use plain English, pitch it at the right level and keep it down to two sides of A4 if possible. Don’t include tables.
If sign language interpreters are being used, remember that people cannot follow the interpreter and look at a diagram at the same time. Be careful not to place maps, etc too high so that wheelchair users or other
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disabled people can’t see them. Section 3: Some people might need note takers, lip-speakers, and so on. Have you checked this out with everyone to let you know of any access issues in advance? Have you made sure that images are described for visually impaired people, or that tactile information is available?
Face to face focus groups are more effective than the use of questionnaires. Some disabled people would have difficulty completing a questionnaire. You can publicise focus group consultation with leaflets, newsletters, etc, but many disabled people need more encouragement than this to get involved and personal contact helps. Arrange to visit groups, centres etc to tell people about your consultation plans.
Prepare an agenda or timetable but keep it as brief as possible, allowing time for explanations, discussions, and simplifying any written information that is given out. Be flexible – try to make sure that any consultation represents all different groups of disabled people, including men and women and black and minority ethnic people. Advertise consultation events in media that disabled people use. Remember that you could exclude people who are visually impaired by simply placing an advert in a local newspaper. Don’t just consult service users – ask others, too, including your disabled employees.
Annex 6
Access Facilities
To make our services and documentation accessible to all the citizens of South Derbyshire District Council we can provide the following services:
Braille, Large Print and Audio Tape:
The Royal National Institute for the Blind (RNIB) can provide services for Braille, large print or audio tape. The RNIB also operate a Rapid Business Transcription Service for urgent items.
Contact: Royal National Institute of the Blind 105 Judd Street
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London WC1H 9NE www.rnib.org.uk
Tel: 020 7388 1266 Fax: 020 7388 2034
Communication Support for Deaf and Hard of Hearing: The Royal National Institute for the dear can provide communication support. They will quote over the telephone.
Contact: RNID Communication Services Midlands, Norwich Union House, 31 Waterloo Road, Wolverhampton WV1 4DJ www.rnid.org.uk
Telephone: 01902 423717 Textphone: 01902 423716 Fax: 01902 714456 Email: [email protected]
Sign-language interpreters are also available from:
Cintra Ltd Tel: 0800 3169640
Translation and Interpretation Services - Document Translation: Document translation is available and can usually be produced within 24 hours:
Language to Language Multi-Lingual Translation & Typesetting Specialists 15 Broughton Avenue Littleover Derby DE23 6JA
Tel: 01332 272 171 Fax: 01332 273 655 Email: [email protected] www.lang2lang.co.uk
Or Language Line Tel: 0800 917 6564 Email: [email protected]
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Standard Document Translations: A range of standard translations for use on published information are available on SDDC intranet: Corporate services/IT & Customer Services/Customer Services/Translations
Or contact: Customer Services Manager Tel: 01283 595784
Telephone or face to face Interpretation Services:
Telephone translators are available at:
Language Line (quote customer ID code: L40921) Tel: 0845 310 9900
For face to face translations:
Cintra Ltd Tel: 0800 316 9640
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