Consultation Strategy
1.
Summary
In a patient-focused service consultation should be embraced to ensure services are
developed to meet the needs of patients and the local community. This is highlighted in
the Department of Health’s White Paper Our Health, Our Care, Our Say, A Stronger
Local Voice and Creating a Patient-led NHS.
Within this Strategy The Royal Bournemouth and Christchurch Hospitals NHS Foundation
Trust sets out how it will carry out formal public consultation to ensure all community
groups within the community have a say in the future of local health services.
The Strategy highlights how a proposed service change that is well planned and managed
will lead to better decision making and effective implementation. This does not mean that
proposals will not be controversial but it does mean that open and productive consultation
can be achieved.
Staff engagement and communication are key to a successful consultation exercise.
Continued clinical engagement from the early stages of the proposed service change is
essential.
As well as the positive attributes that result from consultation, there is a statutory and legal
obligation on public sector organisations to consult.
Section 11 of The Health and Social Care Act 2001 placed a new duty on NHS
organisations to make active arrangements to involve and consult patients and the public
on:
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The planning of the provision of health services for which the NHS body is
responsible;
The development and consideration of proposals for changes in the way those
services are provided; and
decisions to be made by that body affecting the operation of those services
There is also a wider duty to involve and consult patients and the public in the ongoing
planning of services and development of proposals.
In addition, NHS Foundation Trusts are also required, under the Local Authority
Regulations 2002, Regulation 4, to consult Health Scrutiny Committees* where there is a
proposed ‘substantial variation’ to services provided.
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* Health Scrutiny Committees are local authority organisations who have statutory powers under the Health and Social
Care Act 2001 to review any matter relating to the planning, provision and operation of local health services and
make reports and recommendations to local NHS bodies.
What is important is that involvement and consultation is adequate both in terms of time
and content and appropriate to the scale of the issue being considered.
Many of the Trust’s developments or changes in service will be indicated in its Annual
Plan which itself will be subject to extended public consultation. Therefore the Trust does
not expect to repeat this consultation unless there was a substantial deviation from the
Plan.
2.
Introduction - What is consultation?
Consultation is a very broad term and often used to describe various degrees of
involvement in decision making. The following definitions offer descriptions of the process
of consultation:
“The dynamic process of dialogue between individuals or groups, based upon a genuine
exchange of views, and normally with the objective of influencing decisions, policies or
programmes of action.”
Consultation Institute’s Consultation Charter
Consultation plays a key part in a strategic approach to developing future plans.
“Effective consultation is a key part of the policy-making process. People’s views can help
shape policy developments and set the agenda for better public services.”
Code of Practice on Consultation, 2004
2.1 Informal Consultation
There are various levels of communication that aim to engage the public:
Informing – this can be an initial step in the process of securing public input into the
decision making or planning process
Consulting – an interactive process whereby some information may be given, but the
main purpose is to listen to what people have to say
Involving – communities are invited to exercise choice and/or influence over the decision
making process
The above is carried out regularly at every level of the organisation on an informal basis
with the aim of engaging, involving and informing our patients and other groups, including:
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Patient groups held within clinical specialties which comment on patient services
e.g. within the Stroke Service and Dorset Heart Centre
The Foundation Trust’s Patient Panel which has been engaged in developing its
website and Service Guide
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The Foundation Trust’s Patient and Public Involvement (PPI) Steering Group
The Trust’s Disability Forum
The Trust’s Council of Governors has also agreed a Membership Development Strategy
setting out how they will informally consult with our 15,000 members.
This strategy sets out the process in which the Foundation Trust will carry out formal public
consultation - as opposed to the above informal consultation.
3.
Why consult?
3.1
Why we need a Consultation Strategy
A proposed service change that is well planned and managed will lead to better decision
making and effective implementation.
Where proposals are clearly explained to stakeholders and views are sought from
beginning to end, levels of understanding of the need for change are higher. This does not
mean that proposals will not be controversial but it does mean that open and productive
consultation can be achieved.
Change can often lead to a loss of public confidence if the process is not managed
carefully and stakeholders are not fully engaged as early as possible.
3.2.
Benefits of consultation
There are many benefits to consultation for an organisation, including:
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Patient focused service
Government policy has developed within the Health Service, in particular Patient
Choice and Equality Schemes, to ensure both patients and the public have a
greater say in their health care. This is extended with the creation of Foundation
Trusts giving greater accountability to members of the public.
Greater public participation
Consultation ensures that each stakeholder has the opportunity to give their views,
input and expertise on the future of local health services.
Development of Services that meet the needs of local people
Consultation informs the decision making process to enable NHS Trusts to target
future health services and ensures that they reflect the needs of the local
community.
Improved Reputation
Consultation can develop the relationship with local stakeholders and therefore the
image of an organisation. It can also strengthen the Trust’s role in the community
Generates new ideas
Increases public awareness and education about NHS services
Cost efficiency
Tailored services can lead to an increase in revenue, financial savings plus more
appropriate and better usage of services
These benefits should be embraced in order to develop an organisation.
3.3. Statutory obligation
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Public consultation is a statutory and legal requirement under Section 11 of the Health and
Social Care Act 2001. The purpose behind Section 11 is to ensure the views of patients
are obtained ‘where decisions may make a material change to the services being or to be
provided or may materially affect patients.’ (Counsel for the Secretary of State, Pam Smith
v N.E. Derbyshire PCT).
The Foundation Trust has a statutory obligation to consult health scrutiny committees, as
set out in The Local Authority (Overview and Scrutiny Committees Health Scrutiny
Functions) Regulations 2002, Regulation 4 (amended 2004 for Foundation Trusts) which
states:
“… where a Foundation Trust (FT) proposes to make an application to the Independent
Regulator to vary the terms of its authorisation and that application, if successful, would
result in a substantial variation of the provision by the FT of protected goods and services
in the area of a local authority, the FT shall consult the overview and scrutiny committee of
that local authority…”
4.
When will we consult?
The duty to involve and consult patients and the public still applies whether or not a
proposal constitutes a ‘substantial variation or development’.
What is important is that involvement and consultation is adequate both in terms of time
and content and appropriate to the scale of the issue being considered.
When the Trust will consult and on what level will be determined by completing an Impact
Assessment Form (part of the Joint Health Scrutiny Protocol developed by local Health
Scrutiny Committees). This form will be completed by the Trust plus an external
organisation – such as the LINks. This assessment will provide a scoring which will
determine which of the following levels of consultation will be carried out.
4.1 Extended Public consultation
Extended public consultation will be carried at all times where a change is considered a
‘substantial variation’. This will be when on completion of the Impact Assessment Form a
score of +6 or above is scored. This level of consultation involves a 12 week statutory
consultation period with the wider public.
It is good practice to ensure that extended public consultation follows the key principles set
out below – these also form the criteria of the Cabinet Office Code of Practice on
Consultation. They are:
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Consult widely throughout the process, allowing a minimum of 12 weeks for
written consultation at least once during the development of policy
Be clear about what the proposals are, who may be affected, what questions are
being asked and the timescale for responses
Ensure that the consultation is clear, concise and widely accessible
Give feedback regarding the responses received and how the consultation
process influenced the policy
Monitor the effectiveness of consultation, including through the use of a
designated Consultation Co-ordinator.
Ensure that the consultation follows better regulation best practice, including
carrying out a Regulatory Impact Assessment if necessary
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The Foundation Trust anticipates it will carry out extended public consultation, with those
stakeholders listed in section 6.1.2, on the following occasions, subject to agreement by
the Health Scrutiny Committee:
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the closure of a complete service
A substantial variation in services – defined as affecting a large number of
patients or a small number of patients significantly, and/or changes in
accessibility of services (e.g. site change)
Reduction in the number of referrals to a service, through demand management
proposals
Transfer of patients services to another provider of healthcare
Who and how the Foundation Trust consults during extended public consultation is set out
in 5.1.1, 6.3 and 6.4.
The Foundation Trust’s Annual Plan sets out proposals for future developments and
changes in services provided over the short, medium and long term. This document will
follow the formal public consultation process to ensure as many people as possible are
able to comment on the future direction of their local health services.
4.2
Public consultation
If on completion of the Impact Assessment Form a score of between -6 and +5 is scored
this is not considered a ‘substantial variation’ but the Foundation Trust will carry out public
consultation via the stakeholders set out in section 5.1.2 only. The Trust anticipates that
this form of consultation will be carried out on occasions such as:
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4.3
Providing the same service but in a different way
Significant changes to clinic opening hours – i.e. reducing or increasing a service
that would lead to a significant effect on patient care
Exemptions from any public consultation
If the scoring on the Impact Assessment Forum is -5 or below the Trust will not carry out
any form of public consultation but it is good communications practice to inform
stakeholders (as set out in 5.1.2) of the issue. The Trust anticipates this will occur on the
following occasions:
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If it is a proposed pilot scheme
If the withdrawal of a service is genuinely only temporary (i.e. less than six
months) and there is an agreed date for reinstatement of services
the Foundation Trust wishes to introduce a new service – this is an agreement
between the Foundation Trust and the Commissioner
the Foundation Trust stops undertaking a procedure for reasons such as patient
safety or where there is a new way of undertaking the procedure
The change is so urgent that it is not practical to consult, for e.g. in the interest of
clinical safety such as unsafe staffing levels or infection on wards
Changes in clinical practice in line with national policy (for example NICE) or up
to date good practice
If the change does not involve a direct clinical or patient care service, for example
laundry or estates
Minor changes to the opening hours of clinics
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A health scrutiny committee can of course scrutinise any aspect of healthcare delivery, not
just those within 4.1 and 4.2. The Foundation Trust will fully co-operate with those scrutiny
discussions.
5.
Who we will consult
During any consultation exercise identifying the target audience is important and will affect
the methods used to consult and the information produced for stakeholder groups.
Consultation also means effectively consulting with those who are representative of the
local community and those who use local health services. This includes hard-to-reach
groups in line with the Trust’s Single Equality Scheme. Specific efforts will be needed to
ensure the consultation reaches groups in the format that best meets their needs, for
example different languages or larger print.
5.1.1 Extended Public Consultation Stakeholders
During an extended public consultation exercise (i.e. when there is a substantial variation),
the Foundation Trust will consult the following stakeholder groups depending on the nature
and circumstances of the particular consultation.
• The Council of Governors
• The local community via the Foundation Trust Members (currently around
15,000). Governors will take an active role in communicating with members and
agreeing a communications plan.
• Staff via the Partnership Panel and other internal communication networks
• Patients – Via the Foundation Trust’s Patients’ Panel, LINks (via Help and Care),
PPI Steering Group, Help and Care, the Patient Advice and Liaison Service
(PALS) and via patient panels that exist within service areas
• Relevant Health Scrutiny Panels - Bournemouth, Poole, Dorset and Hampshire
• Dorset and Hampshire MPs
• GPs
• Black and minority ethnic people via the Dorset Race Equality Council and
religious groups (NB: Neighbourhood management within Bournemouth Borough
Council have developed links within the Boscombe and Springbourne areas).
• Voluntary groups via the Council of Voluntary Services for Bournemouth, Poole,
Dorset and Hampshire
• Primary Care Trusts – Bournemouth and Poole, Dorset and Hampshire
• Disabled, deaf and hard of hearing local groups
• People with mental health problems (via Dorset Healthcare NHS Trust)
• Social Services – Dorset, Hampshire, Poole and Bournemouth
• Local strategic partnerships – Dorset, Bournemouth, Poole, Christchurch and
Hampshire
• Older people via Help and Care, Help the Aged and Age Concern and Older
People’s Forums
• Young people via the Youth Service at Bournemouth Borough Council,
Christchurch Borough Council, Hampshire County Council, Dorset Country
Council and Borough of Poole (if appropriate to the issue)
• People with care responsibilities via carer groups
• Resident Associations when changes directly affect them
• Hospital charities:
• Trust Volunteers – via the Voluntary Services Manager
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The wider public, including non-users of health services, via general publicity
The wider public via the Association of Town and Parish Councils in Dorset and
Hampshire
Disease specific groups, e.g. British Diabetics Association local branch –
depending on the issue being consulted.
Macmillan Cancer Trust
Note: The above list aims to define some of the different groups and agencies that the
Trust will consult. An individual list of each organisation is available from the Trust’s
Communications Department on request.
The Foundation Trust will also inform both Monitor and the Foundation Trust Network of
any public consultation exercise.
5.1.2 Public Consultation Stakeholders
The following stakeholders will be consulted during a public consultation exercise (i.e. not
a substantial variation but when limited consultation is carried out):
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Foundation Trust’s Council of Governors
Relevant Health Scrutiny Committee – Bournemouth, Poole, Dorset and
Hampshire
Primary Care Trusts – Bournemouth and Poole, Dorset and Hampshire
Patient and Public Involvement Independent Forum
Foundation Trust members
Staff affected by the issue
GPs
Other specific groups as identified
Wider public via a news release to local media and Trust’s website only
Trust’s Disability Forum
5.1.3 Staff consultation
Consultation – as listed in 4.1 and 4.2 – will always include our staff. This is separate to
the Foundation Trust’s statutory requirement to consult with staff on any type of
organisational change that affects them or their working conditions. (This form of staff
consultation will continue to be led by the Human Resources Directorate and staff should
seek advice when necessary). There will be a need to carry out staff consultation first
where a service change does affect staff.
6.
Promoting consultation
It is important that the consultation exercise is publicised as widely as possible to ensure
all interested groups have the opportunity to have their say and share their views. A
Communications Plan should form part of each consultation plan.
6.1
Branding
Ensuring the consultation campaign is branded will give the campaign an identity and
professional image. It will also help explain what the consultation is about and ensure that
it reflects the Foundation Trust’s mission and values.
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6.2
Media relations
All media relations during the consultation exercise will be planned and co-ordinated by
the Head of Communications and approved as part of the overall Communications Plan by
the Consultation Project Board.
Strong links with the media will be encouraged from the outset with, for example, patient
case studies, key facts and other information to demonstrate the benefits to patients and
the local community and make the case for change.
The Clinical Director, or designated Consultant, responsible for the proposed service
change will act as spokesperson for the consultation exercise when required.
Key media spokespeople that have been identified may need media training in giving radio
or TV interviews.
6.3. Core Methods of Promotion
During all extended public consultation the following promotional methods will be used:
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Consultation document
News releases to all local media – print, TV and radio
A consultation page on the Foundation Trust’s website with the opportunity to
leave feedback
Information on the Foundation Trust’s intranet for all staff
Global email to all staff
Governors’ open surgeries within constituencies – with the agreement and
support of governors
Public meeting – where appropriate
Local authority publications where appropriate e.g. BH Life
Foundation Trust members’ newsletter
6.4. Other Methods of Promotion
In addition to the methods outlined in 6.3, there are a range of promotional methods that
could be chosen, if appropriate, to enhance the consultation process. These include:
• Press conference to launch the consultation
• Focus Groups
• Local authority publications where possible, e.g. BH Life
• Citizen Juries
• Pro-active letter writing to local newspapers
• Surveys
• Questionnaires
• Exhibitions
• Leaflet drops
• Posters
• Local media – adverts, advertorials, press packs
• Via Parish Council publications
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6.5
Training
The Foundation Trust governors will play an important role in the process when consulting
members within their constituencies. Training will be given to governors and other staff
groups who will be involved in the consultation process, for example, participating in focus
groups and other public events.
7.
The Consultation Process
7.1 Identifying a public consultation exercise
Clinical Directors within the Foundation Trust will be responsible for identifying proposed
service changes within their directorate and informing the Communications Department in
order that an Impact Assessment Form can be completed to identify the level of public
consultation that is required – i.e. whether extended public consultation will be carried out.
7.2 Consultation Principles
All public consultation will follow the principles of The Consultation Charter, which are:
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7.3
Integrity
Honest intention, willing to listen and be prepared to be influenced
Visibility
Stakeholders should be aware of the consultation exercise
Accessibility
Methods that meet the needs of the intended audience
Confidentiality
Ensure all stakeholders are aware as to the level of information that will be made
public
Disclosure
Disclosure on behalf of the Foundation Trust of information that can influence the
exercise and disclosure on behalf of consultees, for example, if the consultee
represents an organisation
Fair Interpretation
Objective collation and assessment of information and viewpoints
Publication
Publication of both the output and the outcomes of the exercise
Extended Public Consultation Criteria
All extended public consultation exercises will follow the criteria as set out in the Code of
Practice on Consultation (Cabinet Office, January, 2004).
The Foundation Trust will ensure it meets the criteria by carrying out the following:
7.3.1 Consult widely throughout the process, allowing a minimum of 12 weeks for
written consultation at least once during the development of policy
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Informal consultation will take place before formal consultation.
A list of all the groups who will be consulted will be made available on the RBCH
website.
The Head of Communications will ensure all core target groups are consulted
plus any additional groups as advised by the directorate lead.
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If the written period of consultation is less than 12 weeks this will be stated in the
written document.
7.3.2 Be clear about what the proposals are, who may be affected, what questions
are being asked and the timescale for responses
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The appropriate Clinical Director and an Executive Director will sign off the
consultation proposals.
The Head of Communications will project manage the timescale which will be
made public on the Trust’s website and intranet.
The consultation proposals, who may be affected, what questions are being
asked and the timescale for responses will all be included in the written
consultation proposal and made available on the RBCH website and intranet.
A project board will be established for full formal consultation exercises. This will
include representation from the Foundation Trust’s Council of Governors.
7.3.3 Ensure that the consultation is clear, concise and widely accessible
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All written material will be edited by the Head of Communications to ensure
communications are clear and understood.
The formal written document will go through a Plain English process.
A glossary of terms and abbreviations will be included in the consultation
document.
The consultation document will be made available in large print (and in specified
different languages on request – this will be stated in the consultation document).
Target groups will be able to respond in writing as well as electronically via email
or provide feedback via the Foundation Trust’s website.
The various methods of consultation will be publicised within the written
consultation document and on the RBCH website at the beginning of the
consultation period.
The six criteria from the Code of Conduct on Consultation will be reproduced in
all consultation documents (requirement).
The Communications Plan will be signed off by the Project Board as part of the
Consultation Plan
7.3.4 Give feedback regarding the responses received and how the consultation
process influenced the policy
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Responses will be collated and monitored by the Head of Communications and
circulated to the Directorate lead/appointed senior manager for evaluation
A feedback report will be produced by the directorate lead which will be circulated
to the Foundation Trust’s Board of Directors and Council of Governors.
Details of the date when the summary of responses will be published and how
they can be accessed will be included in the Consultation document.
A summary of the responses received will be posted on the Foundation Trust’s
website within three months of the end of the consultation exercise and made
available to the media. The Summary will also be made available in writing and
on audio.
For each question included within the written consultation document a summary
will be provided and, where possible, details of possible future changes.
A news release summarising the feedback will be distributed to local media –
Press, radio and TV.
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The consultation document will include details of who will use the responses.
The following statement concerning the publication of personal information must
be included in all consultation documents and has been approved by Treasury
solicitors:
Disclaimer to be included in Consultation documents
‘Comments and responses made by individuals may be reflected in the consultation analysis
report and may be quoted verbatim. Individuals will not be named in this report, however,
comments and responses made by organisations will be publicly attributed to those
organisations.’
7.3.5 Monitor your department’s effectiveness of consultation, including through the
use of a designated Consultation Co-ordinator.
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The appropriate Executive Director, or designated General Manager, will be the
lead for the consultation exercise and act as Consultation Co-ordinator.
The Head of Communications will monitor the consultation process and ensure
the Consultation Code is followed and the process is carried out within the
timescales set out.
After each consultation exercise a report will be produced by the Head of
Communications summarising the effectiveness of the exercise – looking at
number of respondents, types of responses and methods use.
The Head of Communications will record the number of formal consultation
exercises carried out, any deviations from the Code and the reasons given for
these – for example, a consultation period of less than 12 weeks
Roles and responsibilities of both are set out on page 12.
7.3.6 Ensure that the consultation follows better regulation best practice, including
carrying out a Regulatory Impact Assessment if necessary
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It is the responsibility of Directorate leads/appointed senior manager to project
manage the consultation exercise and take forward meetings and actions relating
to the changes.
The Foundation Trust’s Head of Communications will ensure the consultation
Code is followed and will act as an advisor to those conducting the exercise
The Head of Communications will collate information on the number of
consultation exercises carried out by the Foundation Trust and any deviations –
with reasons given for these.
7.4. Joint Consultation
On occasions there will be a need for the Foundation Trust to carry out a joint consultation
exercise with either a Primary Care Trust or another Hospital Trust. Where both
organisations have a consultation policy, an agreement will be reached as to which policy
will be followed and a clear process established. Where another NHS Trust does not have
a consultation policy, the Foundation Trust’s policy will be used.
The response to any Freedom of Information request relating to either the Foundation
Trust or the partner NHS Trust joint agreement needs to be agreed by both parties prior to
release of any information.
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8.
Roles and responsibilities
8.1. The Directorate lead is responsible for:
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8.2
Chairing and organising all meetings and ensuring minutes are recorded.
Ensuring all draft documents are provided to the Head of Communications and
Consultation when requested.
Evaluating all feedback and providing a written report to the Foundation Trust’s
Board of Directors, Council of Governors, Health Scrutiny Committees and the
Head of Communications for public feedback and publicity.
Attending any meetings required by the target groups. For example, Scrutiny
Panel, PPI Forum, Primary Care Trust, Patients’ Panel or Governor meetings.
The Clinical Director is responsible for:
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8.3.
The Head of Communications is responsible for:
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Identifying the Service Change
Signing off the consultation proposal together with an Executive Director
Completing the consultation Impact Assessment Form on behalf of the Trust
Acting as media spokesperson for the Trust during the consultation exercise
Writing forewords for the written consultation document where necessary
Attending public meetings when required
Project managing the timescale
Ensuring all information has been through the Plain English process.
The distribution of all information to the media.
Ensuring information is added to the website.
The production and design of any public written information for example,
information leaflets.
Collating and monitoring all responses and providing these to the Directorate
lead/ appointed senior manager for evaluation.
Act as an advisor to directorate leads and clinical directors to ensure the process
is followed and deadlines are met
Summarising the effectiveness of the exercise – number of responses, types of
responses and methods used
Recording the number of formal consultation exercises carried out and any
deviations from the code.
Making the summary of the consultation exercise available to the local media
References:
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Code of Conduct on Consultation, Cabinet Office, January 2004
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Corporate Communication Strategy, Cheltenham Borough Council, May 2004
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Consultation Strategy, Ashton, Leigh and Wigan Primary Care Trust, 2004
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Public Consultation Strategy, Christchurch Borough Council
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Strengthening Accountability: Involving Patients and the Public, February, 2003
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When do NHS Bodies have a legal duty of consultation?, Mills and Reeves,
September, 2006
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Service Development or Redesign: A Good Practice Toolkit for Involvement,
Communications and Consultation, February, 2006, v.1
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The Consultation Charter, Consultation Institute, March 2005, v.3
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A Stronger Local Voice, Department of Health
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Service Improvement: Quality Assurance of Major Changes to Service Provision,
Sir Ian Caruthers, March, 2007
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Appendix A
Formal Consultation Exercise Process
Consider the issue – is formal
or extended formal
consultation required?
Stakeholders should be
notified of possible
consultation on
changes in service as
soon as possible
Public Consultation
Extended Public Consultation
Stakeholders as identified in
5.1.1
Stakeholders as identified in
5.1.2
Recommendations
Feedback to
stakeholders
Implementation Plan
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Appendix B
Impact Assessment Form
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Appendix C
Consultation Checklist
Within this toolkit is a checklist of the processes that must be followed together with
suggested methods of how to carry out the exercise.
Planning your consultation
9 Have you outlined a timetable for the process, remembering to build in a period of
informal consultation prior to a formal public consultation of at least 12 weeks?
9 Has the potential impact of the development been discussed with the relevant
Health Overview and Scrutiny Committee and the consultation exercise agreed?
9 Have your stakeholders been engaged early in discussions and given their views.
9 Has the Directorate lead established a project group to oversee the process?
9 Have you identified any additional stakeholders to those identified in the Strategy
under Section 6?
9 Has a communication and involvement plan been developed to reach all
stakeholder groups using variety of techniques?
9 Has the plan been costed and an appropriate budget and additional resources
allocated?
9 Have you set up systems for recording and evaluating involvement and
communications activity, e.g. database, record of enquiries, feedback
questionnaire, registers of attendance?
9 Have you identified any risks with the consultation exercise and do you have a plan
to manage these risks?
With the written consultation document have you:
9 Clearly described the nature of the Consultation Proposal.
9 Been clear about the areas of consultation.
9 Asked focused questions.
9 Been clear about the areas of policy on which the Foundation Trust is seeking
views.
9 Explained that responses to the consultation written document can be made
available under the Freedom of Information Act 2000 unless clearly specified by
people that they do not want this
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9 Made it clear to respondents if there is a particular area were respondents input
would be valuable.
9 Asked representative groups to give a summary of the people and organisations
they represent.
9 Provided a list of consultees at the end of the consultation document.
9 Made it clear who stakeholders should respond to and who to direct queries to –
name, address, telephone number and email address.
9 Made it clear that responses, including names and addresses of respondents, may
be made public unless confidentiality is specifically requested
9 Stated the deadline for responses and alternative ways of contributing to the
consultation process.
9 Used plain English, avoided jargon, and used only technical terms only when
necessary.
9 Stated in the consultation document state the date when, and the web address
where, the summary of responses will be published. (This date shall be within three
months of the closing date of the consultation).
9 Provided an Executive Summary to the written consultation.
9 Provided a glossary of terms and abbreviations.
9 Ensured the consultation paper is available in paper format and available
electronically.
9 Published the consultation document that is most appropriate for the target group
e.g. large print, different languages.
9 Ensured that the consultation engages the whole community, including hard-toreach groups.
9 Ensured the consultation method is appropriate for the target group.
9 Reproduced the consultation criteria in all consultation documents.
9 Invite respondents to comments on the extent to which the criteria have been met.
9 Stated to whom respondents should send comments or complaints to about the
consultation process.
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Analysing your feedback
9 Analysed responses carefully and with an open mind.
9 Have you considered independent analysis of consultation responses, or made
other credible arrangements for collating the responses?
9 Paid particular attention to possible new approaches to the question consulted on,
further evidence of the impact of the proposals and strength of feeling among a
particular group.
9 Included an analysis of the responses to questions asked in the summary.
9 Included a summary of responses to each question and then an explanation of how
it is proposed to change the proposal in light of the responses received.
9 Provided information on themes that came out of the consultation not covered by
the questions.
9 Explained who will use the responses and for what purpose.
9 Recorded discussions, concerns or issues and fed them into the project board?
9 Does your communications plan include a strategy to feedback findings to
stakeholders and the media
9 Have you allowed adequate time for analysis and reporting before entering into the
decision-making process?
9 Have you clearly recognised concerns raised during the consultation and shown
how these have been addressed?
9 Have you clearly outlined the reasons behind any recommendation and the factors
which have been taken into account?
9 Have you got a plan for ongoing stakeholder involvement in implementation?
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