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Making the business case for public engagement. Picture CC: Some rights reserved By: mconnors. Edward Andersson & Simon Burall, Involve. “Nowadays people know the price of everything and the value of nothing.” Oscar Wilde. Introduction. Picture CC: Some rights reserved By: mconnors.

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slide1

Making the business case for public engagement

Picture CC: Some rights reserved By: mconnors

Edward Andersson & Simon Burall, Involve

introduction
Introduction

Picture CC: Some rights reserved By: mconnors

about
About
  • Registered Charity (nr. 1130568)
  • Focus: Public and stakeholder engagement
  • Works with: Central & local government. Health organisations, NGOs and International Organisations
    • www.involve.org.uk
sciencewise expert resource centre
Sciencewise-Expert Resource Centre

Sciencewise Expert Resource Centre for Public Dialogue in Science and Technology (ERC)

Funded by the Department for Business Innovation and Skills (BIS)

It aims to help policy makers commission and use public dialogue to inform policy decisions in emerging areas of science and technology

Launched in 2008

To help improve policy-making in science and technology through the use of public dialogue and engagement

6

what public dialogue costs in context
What public dialogue costs – in context
  • Nanodialogues project (2006) cost £240,000 and explored nanotechnology &upstream engagement over 26 months. Value of nano research in 2007 was estimated to be about $12 billion; and the value of nano-enabled products was estimated then to be around $50 billion

The scale of investment in dialogue projects is dwarfed by the scale of the policy fields that dialogue has influenced

what not doing public dialogue can cost
What not doing public dialogue can cost
  • Overall, the costs of not doing public dialogue can far outweigh the costs of the dialogue. For example:
  • • public opposition can delay or entirely prevent continuing policy development, innovation and new technologies
  • • conflict and entrenched positions can result in the complete rejection of new technologies.
  • "If you think dialogue is expensive, try conflict”
getting started
Getting Started

Picture CC: Some rights reserved By: mconnors

what we ll cover
What we’ll cover
  • Introduction 
  • Questions and answers
  • Introducing the tool  
  • Exercise
  • Plenary Disucssion
examples of engagement
Examples of Engagement
  • Science Policy Dialogue
  • Science Festival
  • Community Outreach
  • Community Jury
  • Co-creation of Research
business case
Business Case

‘At the end of the day the most important question you need to tackle isn’t the ‘what’ but the ‘why’.  You need to be able to articulate a compelling rationale for engagement that convinces your colleagues.’ 

Paul Younger -University of Newcastle

research vs business case
Research vs. Business case

Research

Business case

Practical

Incomplete

As much time as you have

Good enough

  • Academic
  • Complete
  • Time consuming
  • Truth
in short
In short...

Understanding can be greatly enhanced but evidence will always be incomplete.

plenary discussion
Plenary discussion
  • Any questions?
  • What are challenges of valuing engagement?
  • What are benefits of valuing engagement?
getting results
Getting results

Picture CC: Some rights reserved By: mconnors

exercise
Exercise
  • In groups identify how you might value the costs and benefits of a particular engagement project using the tool.
  • Ideally a ‘live’ project; however, it could also be a ‘dummy’ project.
exercise1
Exercise
  • Define the focus and purpose
  • Decide what to measure
  • Complete the checklist and chart
  • Analyse the results and ‘test’ with other groups
stage 1 scope the business case
Stage 1 - Scope the business case
  • Decide how you will use the toolkit
  • Decide who your audiences are
  • Decide if monetary valuation is appropriate for you
stage 2 define focus and purpose
Stage 2 –Define focus and purpose
  • Decide the focus for the business case
  • Clarify the intended purpose and outcomes
  • Consider possible comparator areas/ projects
comparators
Comparators
  • Do nothing
  • Status Quo
  • Alternative engagement methods
  • Alternative means of achieving the benefits
distributional impacts
Distributional impacts
  • DEFRA and the Environment Agency (2005) estimated that around 5% of all permit applications took in excess of 500 hrs to process and 1% took over 1,000 hrs.
  • Total Place Report (2010) found 200 to 300 ‘chaotic’ families in Croydon; each cost public services around £250,000 per year
stage 3 decide what to measure
Stage 3 -Decide what to measure
  • Identify what can be given a money value and what can't
  • Identify who you need help from to obtain the data
  • Identify where proxies might be appropriate
benefits
Benefits
  • Innovation and creativity
  • Avoiding conflict
  • Access to new resources
  • Development/maintenance
  • Better quality outcomes
  • Information and expertise
  • Increased public awareness
  • Sharing responsibility
  • Increased use
  • Staff morale
non monetary benefits
Non-monetary benefits
  • Revealed preference (What people do)
  • Stated preference (What people say)
    • Willingness to pay
    • Willingness to accept
  • Benefits transfer (What other people measured)
  • Replacement Costs (What people would do instead)
benefits transfer portsmouth
Benefits Transfer (Portsmouth)
  • Bin fires in area: 2006: 154 2008: 135
  • Each case of criminal damage ~ £856
  • 4.29 crimes unreported per reported case.
  • Potential saving of £69,772.56 per year
  • Also non monetary benefits: increased volunteering, levels of satisfaction
stage 4 complete checklist chart
Stage 4 Complete checklist & chart
  • Understand your data and assumptions
  • Gather the data you need
  • Fill in the checklist and calculation chart
  • Use spreadsheets to track costs and benefits
stage 5 analyse results
Stage 5 -Analyse results
  • Try out different methods of analysis, for example SROI, Cost benefit, Cost-effectiveness
  • Understand the limitations of the data
  • Test results with colleagues
example probability
Example -Probability

Environment Agency aimed to build ownership/trust in flood defence schemes:

  • Flood mitigation benefit= £35-40 million
  • Engagement= £2 million
  • To be cost effective in future probability of success must increase by 5.7% (£2 m/£35m).
  • Engagement needs to change the result from rejection to acceptance in 1 case in 20 to be worthwhile.
stage 6 present the business case
Stage 6 -Present the business case
  • Select appropriate presentation format
  • Present the business case
  • Adapt to feedback
communicating the result
Communicating the result
  • Use the business case to tell stories
  • Tailor your argument to fit your audience
  • Seeing is believing
  • Anecdotes can be powerful
  • Don’t forget the potential costs of non-engagement
  • Theory of Change
doncaster furniture recycling
Doncaster furniture recycling

Benefits to council

Benefits to clients

4000+ low-income households received goods –estimated supplying same families with second-hand goods would have cost £140,000 with existing market prices.

  • 488 tonnes of waste diverted from landfill, saving approximately £20,000 in landfill tax payments.
exercise2
Exercise
  • In groups identify how you might value the costs and benefits of a particular engagement project using the tool.
  • Ideally a ‘live’ project; however, it could also be a ‘dummy’ project.
exercise3
Exercise
  • Define the focus and purpose
  • Decide what to measure
  • Complete the checklist and chart
  • Analyse the results and ‘test’ with other groups
tallying the results
Tallying the results

Picture CC: Some rights reserved By: mconnors

plenary
Plenary
  • What did you discover?
  • Were there any unexpected results?
  • What will you do with these results?
links 1
Links 1
  • Making the case for engagement guide: http://www.involve.org.uk/wp-content/uploads/2011/07/Making-the-Case-for-Public-Engagement.pdf
  • Making the case –Excel sheet: http://www.involve.org.uk/wp-content/uploads/2011/07/Calculating-costs-and-benefits-with-comparator.xls
links 2
Links 2
  • Department of Health –Value of PPI: http://healthandcare.dh.gov.uk/economic-case-for-ppi
  • Democratic Society: Financial case white paper http://www.demsoc.org/static/Financial-Case-white-paper.pdf
  • IDeA –Making the business case: http://www.idea.gov.uk/idk/core/page.do?pageId=17455595
links 3
Links 3
  • National Coordinating Centre -Embedding Engagement Guide: http://www.publicengagement.ac.uk/support/self-assess
  • Involve –True Costs of Participation: http://www.involve.org.uk/wp-content/uploads/2011/03/True-Costs-Full-Report2.pdf
links 4
Links 4
  • Sciencewise –Valuing Engagement Guide: http://www.sciencewise-erc.org.uk/cms/evidence-counts-understanding-the-value-of-public-dialogue/?phpMyAdmin=oHPjaCSrPMAdI04AYEPthe913wb
  • Sciencewise –Departmental Dialogue Index: http://www.sciencewise-erc.org.uk/cms/departmental-dialogue-index/?phpMyAdmin=oHPjaCSrPMAdI04AYEPthe913wb
the tail end
The tail end

Picture CC: Some rights reserved By: mconnors

involve

Royal London House

22-25 Finsbury Square

London

EC2A 1DX

t:0 20 7920 6470

e:edward@involve.org.uk

twitter:ed_andersson