Public engagement in decision making is the activities undertaken by an institution or organisation to create opportunities for the public to participate in informing and influencing decisions, policies, initiatives, programmes and/or service delivery. And it can take place in many different ways.
Why public engagement in decision making is important:
- People have the right to contribute to, and to influence, decisions that affect their lives, choices, their environments and the services they receive.
- Involving the people likely to be affected by a decision in the process results in better decision making overall, such as decisions that:
- deliver more efficient and effective services
- meet real needs and reflect community values
- have a greater likelihood of effective implementation
- demonstrate accountability particularly in the use of public money
- Indirect and direct benefits to people - skills, confidence, agency, wellbeing
When thinking about public engagement, it is important to consider what decision the engagement is making and what influence members of the public have - in short, the promise to the public. The International Association of Public Participation’s spectrum of public participation outlines the different types of role that members of the public can take in a public engagement process and the impact on the decision. Public engagement in decision is either consult, involve, collaborate or empower. It is vital that participants are clear what type of engagement decision maker or policy maker is asking.
Public engagement in decision making is suitable when:
- Policy makers or decision makers lack the range of experience or viewpoints to enable them to make a robust decision, are genuinely undecided, or are keen to listen to and take into account the views of the public
- The decision, policy or service in question involves complex issues, uncertainty or conflicting beliefs, values, understanding, experience and behaviours; or where one viewpoint might otherwise dominate
- The decision will require trade-offs between different policy options, and participants working together can explore in detail the implications of alternatives to result in a better-informed decision or the decision-maker cannot make and implement a decision alone; there needs to be buy-in from others.
- It is clear where the input given by members of the public will land in policy making and/or decision making.
Public engagement in decision making can be used:
- Across all levels of government - local, regional, national and international
- Across all types of services, delivered by public, private or voluntary sectors
- Across the spectrum of participation, to consult, involve or empower people;
- Alongside other forms of engagement such as, opinion polls, written consultations, community development, campaigning or lobbying;
- At any point in the policy cycle (see diagram below):
- When an issue is initially identified as being of concern (policy determination or agenda-setting);
- when the process for tackling the issue and potential outcomes are set (policy direction);
- in planning the key elements of the desired outcomes and how to achieve them (policy design); or
- during implementation, monitoring and review (policy delivery).
Deliberative public engagement should not be used when:
- Crucial decisions have already been taken, or if there is no realistic possibility that the engagement process will influence decisions.
- As a tick-box exercise, because it is required, and there is no intention of taking any notice of what comes out of the engagement process
- As a delaying tactic, because it is too difficult to make a decision immediately, but the engagement is not considered an important part of the decision-making process that will eventually take place.