The Ministry of Public Input: Report and Recommendations for Practice

Abstract

Through an appreciative inquiry analysis of existing academic and practitioner literature on political marketing, e-government, public administration and policy, citizenship, engagement, participation, consultation and leadership and interviews with over 40 practitioners working in, for and outside government, this research has identified ideas on how public input might be integrated into political leadership more effectively in the future. Appropriate collection of public input is crucial to it producing high quality data that is useful to politicians. A mix of potential groups should be asked to give input, on any issue, using a range of methods but including at least some deliberative approaches, and focus on asking for solutions and priorities not just general demands. To ensure end suggestions are usable by political leaders, background information should be provided, a professional and conversation approach should be taken to proceedings by organisers and participants, and discussion should consider constraints and conflicts, whilst seeking to generate several not sole options for politicians to consider. The timeframe must be quick yet the scale large enough to be considered acceptable data by decision makers, and online methods might help achieve this. Moreover, a dedicated and appropriately resourced public input staff team or unit needs to be organised within government to ensure public input is collected and reported effectively. Furthermore, ensuring public input is processed appropriately is fundamental to making public input into government effective. A centralised institutional unit of public input needs to be created, to ensure that the results of public input are processed effectively and professionally, disseminated transparently and accessibly, and that high standards are maintained continually, best practice is reflected on and shared, continual learning and innovation occurs, and that staff are well supported and trained – both in the processing and collecting of public input. Politicians need to be involved throughout; public input needs to be collected at a time that is right in terms of their decision making; and the potential for influence needs to be very clear even if it is limited. The public input unit should also communicate public input initiatives and results effectively to media and the public, and co-ordinate and communicate a leadership response to public input so that there is feedback to participants. A Minister for Public Input is also needed to head the public input unit and system so that there is a champion and a figurehead offering support for the importance of integrated public input in government. Moreover, interviews with 51 government ministers identified that our leaders already find ways around the existing limitations in the way public input is currently collected to ensure they receive constructive and usable input that helps them show leadership and implement legitimised and long-lasting change. These interviews also found that there is a move towards a more deliberative leadership that acknowledges leaders cannot know and do everything by themselves and therefore seeks to utilise a diverse range of input from those outside government. Leaders listen to, engage with, and judge this input carefully; furthermore they also seek to work with the public in identifying solutions before making final decisions which they then explain and justify. This report argues that we need to develop a permanent government unit to collect, process and communicate ongoing public input such as a Ministry or Commission of Public Input. By improving public input systems; acknowledging the limits of their own power and knowledge; and devolving solution-finding to others, politicians are able to implement policy development that lasts beyond their time in power. Public input is not irreconcilable with political leadership; instead it is an essential step for any government that wishes to achieve significant and positive change.