PFD - Portfolio Holder Decision - 6 August 2003 - Report - Consultation Household Interview

Report of Head of Marketing

in consultation with Head of Strategic Planning

Corporate Performance Manager

To Portfolio Holder Resources

Subject Consultation – Household Interview Survey

Decision required – whether to commission a Household Interview Survey in 2004 and seek funding in the forthcoming budget process

Background

The existing Consultation Strategy (attached at Appendix A) comprises a commitment to a mixed (by methodology and purpose) programme of consultation that centres on

–Household Interview Survey

–Poole Opinion Panel – postal survey

–All Ears

–BVPI postal survey – Government ‘prescribed’

In 1998 and 2001 the Council commissioned Household Interview Surveys. This was considered, and still is regarded as, the most statistically robust form of information.

The cost of such surveys is the main reason for them having been carried out on a tri-ennial basis. It is generally the opinion of Officers that the MORI conducted survey of 1998 delivered considerable ‘added value’. This was largely due to their reputation and presentation skills and the comparitor data from their other clients.

Financial implication

There exists no budget for a 2004 Household Interview Survey which has in the past been presented as an exceptional item within the Policy Directorate budget proposals. The proposed survey may be anticipated to cost circa £35,000

Key Issues

An urgent decision is required because the Council is required by Government to distribute the BVPI Survey at the beginning of September 2003 and there exists scope for some additional questions that may enable a continuity of some trend information

If the HIS Survey is discontinued the Council will lose ‘value’ of past surveys in so far as trend data will become unusable due to different methodology of postal surveys (which would provide most logical substitute)

Whether the BVPI survey (which in any case is now largely influenced by MORI) provides a far better set of comparison data because it is a statutory need of every Council. The down-side being that access to detailed comparison tabulations is not available until almost 12 months after the survey is carried out.

There is a need to replenish the Poole Opinion Panel since the current 1600 members were recruited almost three years ago and may be considered to have become ‘conditioned’. The last Household Interview Survey was used to recruit the Panel and a ‘door to door’ approach is considered most effective. If a new HIS is commissioned there exists clear opportunity to use this method again. However, if not there is no reason why the Panel could not be recruited by post – although important to ensure that the Panel is truly representative by age, ward /area and gender

A more detailed Strengths / weakness analysis is attached at Appendix B

Recommendations

That if the decision is to go ahead with a Household Interview Survey

–that the specification emphasis refers to the contractors ability to present comparison / benchmarking data and interpret results in a local government and national context – this may by definition suggest a contractor with multiple Local Government Household Interview Survey clients

–that a funding ‘bid’ be presented in the forthcoming budget cycle

–the specification also include the recruitment of a new Poole Opinion Panel (1600)

That if the decision is to not go ahead with a Household Interview Survey

–that immediate attention be given to the inclusion of additional questions in the BVPI postal survey (scope for perhaps 2 or 3 additional questions)

–that past questions of the Household Interview Survey be considered for future Poole Opinion Panels – however recognising that different methodologies should lead to caution in comparing results / trends

–that the Poole Opinion Panel is replenished by postal method on an in-house basis and funded by reducing the number of Panels to two in 2003/04

Graham Shaw / Heather Russ

25th July 2003

Borough of Poole

CORPORATE CONSULTATION STRATEGY

Consulting and Involving is Listening and Engaging

“Poole is seen by many as an open and approachable council that adopts a positive approach to consultation. It is felt by some partners that, Poole’s strength is in its listening” I&DeA Review March 2001

The Council is committed to engaging with the community. This is reflected in the Council’s track record in public consultation . . . The Council has consulted widely with the public about their views on local needs and priorities . . . CPA Report, April 2002

Public consultation and engagement is at the heart of Modern Local Government: ‘In touch with the people’. The White Paper emphasises the importance of both informing and involving communities in the provision of local services.

‘The Government has a clear vision of successfully managed local government. It will be characterised by Councils which once again engage directly with their local communities ‘ White Paper chapter 1.1.8

Current Situation

Each year, Borough of Poole spends over £100 million providing key public services to the residents of Poole. To ensure that the Council is delivering the right services, that residents often have no choice in using, we must involve and consult the community regarding service performance and how to deliver services effectively in the future. The challenge is how to engage residents in Council business in an informed way that is both effective and credible and does not result in duplication or consultation fatigue.

Residents accept that Councillors are more informed to make decisions, but like to be involved – and receive feedback on their comments.

Perhaps there are certain things that we don’t need to be involved in, that’s why we have a Council or a Councillor for, to represent us.

Why We Need to Consult

There are many reasons why consultation is an increased priority, including:

The Council’s commitment to a Community Governance model

• listening, talking to and responding to the community
• the embedded commitment to become a customer focussed organisation
• the expectations of the public to be consulted on key issues

The Government’s requirements

• Modernising Local Government agenda : ‘in touch with local people’
• the law requires it – ie Housing / Planning / Community Safety / Best Value
• the needs of Community Planning, Poole’s Community Strategy

To help improve and shape change of services

• to measure opinion of the effectiveness of existing services
• to help the Council be more effective

To help strengthen Local Democracy

• ‘Encouraging More People To Participate In Local Democracy’ is one of the Council’s six priorities for Action.
• by showing people they can make a difference – it is worth getting involved

To win funding - from ‘competition’ and ‘challenge’ schemes

• by demonstrating clear public involvement / support for major initiatives

Perhaps most conclusively, there is an ‘accepted truth’ that seeking the views of customers is a basic cornerstone of good management practice.

Our Target Audience for Consultation

Over the last few years the range and volume of formal and informal consultation by the Council has increased greatly. There is a wide range of people with whom Councils need to consult with - including representatives of:

• Council Tax Payers
• Businesses
• Service Users (and potential Service Users)
• People who have an interest in the Council’s Area

The Need for Co-ordination

The sheer extent of work involved with such reviews demands a co-ordinated approach to consultation to achieve efficiency and avoid the Council appearing disparate.

”Some Council services have developed strong reputations for encouraging community dialogue while the track record of others is patchy. Across the Council, consultative mechanisms are unco-ordinated and the data is not shared…. The Council could benefit from a clearer consultation strategy which is underpinned by a co-ordinating mechanism at a corporate level and combined with a database of local contacts and groups so the spread of consultation becomes more even.” I&DeA Review March 2001

DETR Statutory Guidance Circular 10/99 stated:

‘it will be important for authorities to agree, as far as possible, single co-ordinated strategies which place the different approaches to consultation in context, and indicate the form and type of consultation that may be appropriate for the purpose.’

The Consultation Strategy is regarded as a positive response to the Guidance, which also recommended that councils co-ordinate consultation with the Police Authority, Health Services and other Public Services.

Co-ordinating consultation activities will

• avoid consultation fatigue (internal from services and external from public)
• gain cost effectiveness and efficiency through better planning
• enable sharing of common data, best practice and resources
• ensure consistent standards are achieved
• allow for more effective communication with local people.

Poole’s Core Consultation Programme

There is a variety of consultation methods and each will have its own strengths and fitness for purpose.

Quantitative Consultation

Poole’s core quantitative consultation programme consists of:

1.The Borough of Poole Household Interview Survey

The Household Interview Survey is commissioned every three years (98/01/04. . .etc) and is primarily used for tracking headline performance data and gather views on broad issues that affect the future of Poole.

It is the most accurate and robust assessment of opinion because it reduces the element of ‘self-selection’ more than any other survey method. A survey of 1,000 residents should provide a statistical accuracy to within +/-3%.

The Survey is carried out at the same time as the triennial recruitment of the Poole Opinion (Citizens) Panel thereby achieving efficiency and value. The Survey may be carried out by different consultants but greatest value will be gained by carrying out the Survey at same time of year (May/June) and retaining the same questions so that they may be directly compared. The 1998 Household Interview Survey was carried out by MORI, and this had the benefit of being able to benchmark with other MORI clients.

Bournemouth University was commissioned to undertake the 2001 Survey whilst recruiting the Poole Opinion Panel.

2.Poole Opinion Panel

The Poole Opinion Panel is at the centre of the Council’s consultation strategy.

“The Poole Opinion Panel could shape the development of some significant ‘quality of life’ outcome indicators that could act as an overarching set of performance measures for the whole Council” I&DeA Review March 2001.

The Panel is made up of 1,600 people aged 18+ who accurately represent a cross section of all the people in terms of age, gender and area. This size of Panel gives that are accurate to within +/-3%. The panel is mainly designed to support Best Value Reviews, work on strategies and plans and other specific project based research.

The Panel can be surveyed up to four times a year. This is predominantly via postal survey, although Panel members could also be interviewed over the telephone when this method is appropriate.

Service Units will be given opportunity to nominate questions for consideration in each survey, which is approved by a Policy Director and Councillors representing each of the main political groups.

The Panel will provide an opportunity for partner organisations to consult on those issues that relate to directly to their roles and responsibilities. This may include areas that are not necessarily of direct concern to the Council.

To ensure feedback remains truly representative of local opinion, the Poole Opinion Panel will be refreshed in 2004 and to prevent panel members from becoming ‘conditioned’. The Panel needs ongoing replenishment to replace those who are continuous non-respondents, move away from the area etc. The Panel includes a maximum of 40% of people who have been self-nominated – the majority have been recruited by direct approaches. Distorted results may be anticipated if known local ‘lobbyists’ apply to join.

3.Best Value User Satisfaction Survey

Poole’s first triennial postal survey was first undertaken in September 2000 as a requirement of the DETR which issued strict guidelines on how the survey should be conducted and the questions asked. The BVPI Survey included questions about Corporate Health, assessing the performance of the Council in service areas as well as complaints.

Guidance for the next survey (scheduled for Autumn 2003) is expected early 2003, but it is anticipated that this will give councils more flexible options in the conduct of the survey. This survey also proposes to include questions about quality of life indicators and a question about keeping residents informed.

4.Benchmarking

Quantitative results will be benchmarked with results from other Council’s surveys, and where possible questions will be framed to enable this to take place.

The Marketing Office is building a library of benchmark information.

Results from the 1998 Household Interview Survey MORI survey can be compare with other Councils, and some information is available for the results of the 2001 Household Interview Survey.

Qualitative Consultation

Qualitative consultation centres on using discussion groups – and in the spirit of co–ordination, also focuses on utilising networks and resources already available (Partnership Forums and Community Lunches for example).

1. Discussion / Focus Groups

Discussion groups are the most common way of exploring residents’ attitudes on a particular topic. They can be used to consult on complex issues, to shed light on the results of quantitative consultation or to provide a means of exploring a particular topic before conducting further consultation.

The Poole Opinion Panel can be used to identify attendees for discussion groups. Protocols have been established to ensure that groups are recruited in the same way and facilitated in a friendly and informal manner.

1. Hard to reach groups

The Council’s main hard to reach groups have been identified as:

• People with disabilities / visual impairment
• Ethnic minorities (less than 1% of Poole residents – 1991 Census)
• Employers (Businesses) of 10 - 50 employees
• Young people
• Single and young parents

Poole’s Corporate Assessment 2002 showed that the Council:

Recognise that different communities have different needs and require different solutions.

As and when appropriate consultation will take place with hard to reach groups. Different approaches will be adopted to suit the needs of individuals. This may be a discussion group, a one–to–one interview or a survey. Innovative ideas will help to explain information or options and engage more effectively.

In the first instance, the appropriate contact will be approached to establish the most appropriate way to consult the people concerned – this will mainly involve going along to an existing meeting or planned event to minimise inconvenience for attendees.

The Contact Database will provide details of contacts to be used for engaging with hard reach groups. A list of contacts is also available in the Marketing Office.

Guidance for consulting hard to reach groups has also been developed.

1. Roadshow / ‘All Ears!’

‘All Ears!’ events are ‘meet the public’ events organised at local venues. The intention is to increase the local public awareness of the Council and events are organised when appropriate. The displays are designed to attract people to the stand –and to talk to Officers, not avoid them. The Council’s logo should be used so that residents can identify the display with the Council.

For Roadshow events, typically a mini-marquee will be used for outdoor locations and each October/November it is anticipated that a free–standing promotion will take place in the Dolphin Shopping Centre to support budget and Best Value Performance Plan consultation.

Roadshow events will be publicised at least 10 days in advance so that residents know when and where they will take place. Councillors will also be notified and any participants will be given notice.

Service Units also hold individual events. The guidelines above will help the roadshow / event to be a success.

1. e–Poll

The e–Poll on boroughofpoole.com will provide an additional means of canvassing the views of Poole residents on key questions. The results will not be statistically valid, but will add another perspective to the Council’s existing consultation mechanisms – generating PR for the Council.

Results of past e–Polls will be saved on the website so that people can see what Poole residents think.

1. Consultation Documents

The contact database will enable shared access of address data within the Council and lead to more effective and efficient targeting of information to local interest groups.

Where Consultation Documents are published, they should be presented clearly, use Plain English and respondents should be given plenty of time to feed in their response.

1. Area meetings

The Council’s 5 Area Committees provide a means for canvassing the views of residents on issues relating specifically to their area, or to show the differences in views according to where people live in Poole.

1. Council Meetings

Consideration of how the public are welcomed, clearer identity of ‘who’s who’ and clarity of discussion items and decisions may also help improve public involvement. Distribution of agendas and minutes are to be made available on the council’s website boroughofpoole.com.

1. Community Lunches

Informal contact with the Council in Hillbourne, Alderney, Canford Heath, Oakdale and Hamworthy will continue to provide an informal opportunity for gaining local feedback from local people.

1. Consultation with Businesses / Key Partner Organisations

It is proposed to introduce a form of account management with the top 50 businesses and organisations in Poole so that better one to one communication can be developed.

Selection criteria will include size (number of employees / sales turnover), profile, location and local impact. A senior member of Council staff will be allocated to each of the 50 businesses. It is anticipated that their role would include meeting at least once per year to share information, help identify emerging issues, consult on key issues and act as a focal point.

1. Partnerships

Examples include Disability Working Party / Housing Forum / Town Centre Partnership / Tourism Partnership / Tenants Liaison / Youth Forum / Carers Groups / Older People’s Forum. A recent management research project identified 50 forums that may be harnessed for consultation purposes.