Consultation Plan:
A Practical Guide to Listening Properly, Managing Feedback and Supporting Better Decisions

A consultation plan is a practical management and governance tool used to set out how an organisation will seek, collect, analyse and respond to views before making or finalising a decision.

At its simplest, a consultation plan asks:

Who needs to be consulted, what are we asking them, how will we gather their views, and how will those views influence the final decision?

That makes it useful for public sector decisions, charity governance, property development, planning applications, organisational change, service redesign, policy development, customer engagement, staff restructuring, community projects, education, healthcare, housing, transport, risk management and board reporting.

Used properly, a consultation plan helps organisations make better decisions, understand concerns, improve proposals, reduce risk, demonstrate fairness and build trust.

It is not just a survey.

It is a structured plan for meaningful listening.

What is a consultation plan?

A consultation plan sets out how an organisation will invite views from people, groups or organisations who may be affected by, interested in, or able to contribute to a decision.

It normally explains:

1. What is being consulted on
2. Why consultation is needed
3. Who should be consulted
4. What questions will be asked
5. What information consultees need
6. How consultation will take place
7. When consultation will happen
8. How long the consultation will run
9. How feedback will be recorded
10. How responses will be analysed
11. How the final decision will be made
12. How consultees will be told the outcome

A consultation may relate to:

1. A service change
2. A proposed policy
3. A property development
4. A planning application
5. A public sector decision
6. A charity service redesign
7. A school or education change
8. A healthcare pathway
9. A community project
10. A staff restructure
11. A transport proposal
12. A pricing or charging change
13. A new strategy
14. A governance change
15. A local campaign or regeneration project

The purpose is to make sure views are sought before the decision is finalised, not after.

A consultation plan should therefore be clear about what is open to influence and what is not.

Consultation plan, communications plan and stakeholder engagement plan

Consultation plans are closely linked to communications plans and stakeholder engagement plans, but they are not the same.

Consultation plan

A consultation plan focuses on seeking views before a decision is made or finalised.

It asks:

What feedback do we need, who should provide it, and how will it be considered?

Communications plan

A communications plan focuses on sharing information clearly.

It asks:

Who needs to know what, when, how and from whom?

Stakeholder engagement plan

A stakeholder engagement plan is broader.

It covers identifying stakeholders, understanding their interests, deciding how to involve them, managing relationships and responding to concerns.

It asks:

Who matters, what do they care about, and how should we engage with them?

In simple terms:

A communications plan tells people.

A consultation plan asks people.

A stakeholder engagement plan manages the wider relationship.

All three may be needed.

For example, a property development may need a communications plan to explain the proposal, a consultation plan to gather local views, and a stakeholder engagement plan to manage residents, tenants, planners, councillors, contractors and community groups.

Why consultation plans matter

Consultation plans matter because poor consultation can damage both the decision and the organisation’s credibility.

Common consultation problems include:

1. Consulting too late
2. Asking vague questions
3. Consulting the wrong people
4. Providing too little information
5. Making the decision before listening
6. Ignoring difficult feedback
7. Failing to record responses properly
8. Treating consultation as a tick-box exercise
9. Not explaining how feedback was used
10. Creating unrealistic expectations
11. Excluding people who are harder to reach
12. Using inaccessible language
13. Failing to consider legal or equality duties
14. Allowing loud voices to dominate
15. Failing to close the loop

A consultation plan helps avoid these problems.

It supports:

1. Better decisions
2. Greater transparency
3. Stronger trust
4. Better understanding of risk
5. Better stakeholder confidence
6. More inclusive decision-making
7. Improved service design
8. Better community relationships
9. Reduced complaints
10. Reduced legal and reputational risk
11. Better implementation
12. Stronger governance
13. Clearer evidence for boards or trustees
14. Better communication
15. More credible decision-making

Good consultation does not mean everyone will agree.

It means the organisation has listened properly, considered feedback fairly, and explained the outcome honestly.

When to use a consultation plan

A consultation plan is useful whenever a decision may affect people, communities, service users, customers, staff or stakeholders, and their views should be sought before the decision is made or finalised.

Good uses include:

1. Service redesign
2. Public consultation
3. Charity service changes
4. Staff restructuring
5. Community engagement
6. Planning applications
7. Property redevelopment
8. Transport changes
9. Policy development
10. Budget decisions
11. Healthcare service changes
12. Education provision changes
13. Housing proposals
14. Environmental projects
15. Digital service changes
16. New strategies
17. Local regeneration
18. Customer service changes
19. Governance changes
20. Major operational changes

It is especially useful where:

1. The decision is sensitive.
2. People may be negatively affected.
3. There are competing interests.
4. Legal consultation duties may apply.
5. Community trust matters.
6. The proposal is complex.
7. Implementation depends on cooperation.
8. The organisation needs evidence before approval.
9. There is risk of opposition.
10. The board, trustees or decision-makers need assurance.

It is less useful when used after the real decision has already been made.

That is not consultation.

That is communication.

Consultation in different industries

SMEs and owner-managed businesses

For SMEs, consultation is usually informal, but it can still be valuable.

Small businesses may consult customers, staff, suppliers, advisers, lenders or local stakeholders before changing something important.

Typical SME consultation topics include:

1. Price increases
2. Service changes
3. New products
4. Opening hours
5. Delivery options
6. Website changes
7. Customer service improvements
8. Staff working patterns
9. New systems
10. Premises moves
11. Payment terms
12. Product range changes
13. Customer support changes
14. Local community impact
15. Business restructuring

An SME might ask:

1. Which customers will be affected?
2. What do staff think will work in practice?
3. What concerns will suppliers have?
4. Would customers prefer one option over another?
5. What objections are likely?
6. What could improve the proposal?
7. What should be tested before full implementation?
8. What communication is needed after the decision?

For SMEs, consultation should be simple, focused and practical.

It should support a real decision, not become an unnecessary formality.

Manufacturing

Manufacturing businesses may need consultation with staff, customers, suppliers, contractors, regulators and local communities.

Typical consultation topics include:

1. Shift pattern changes
2. New equipment
3. Production changes
4. Product specification changes
5. Quality improvement
6. Health and safety procedures
7. Site expansion
8. Environmental impact
9. Supplier changes
10. Workforce training
11. Maintenance shutdowns
12. Automation
13. Warehouse changes
14. Packaging changes
15. Delivery arrangements

A manufacturer might ask:

1. How will proposed changes affect production teams?
2. What do operators know that management may miss?
3. What concerns do customers have about specification changes?
4. What risks do suppliers see?
5. What health and safety issues need consultation?
6. What training is needed?
7. What feedback should be gathered before implementation?
8. How will practical suggestions be captured?

For manufacturing, consultation should connect operational knowledge with management decisions.

The people closest to the process often understand practical risks best.

Retail and ecommerce

Retail and ecommerce businesses can use consultation to improve customer experience, product range, pricing, fulfilment and service design.

Typical consultation topics include:

1. Returns policies
2. Delivery options
3. Product range changes
4. Website redesign
5. Loyalty schemes
6. Subscription offers
7. Customer service changes
8. Store layout
9. Opening hours
10. Payment options
11. Product packaging
12. Sustainability choices
13. Accessibility
14. Promotional strategy
15. Customer support channels

A retailer might ask:

1. What frustrates customers most?
2. What would improve the buying journey?
3. Which delivery options matter?
4. What would make returns easier?
5. What support do customers need before buying?
6. What do staff hear from customers repeatedly?
7. Which changes could increase trust?
8. Which proposals might create confusion?

For ecommerce, consultation should be combined with behavioural data.

Customers may say they want something, but website behaviour may show a different priority.

Professional services

Professional services firms can consult clients, staff, partners, referrers and professional advisers before changing services, fees, systems or client communication.

Typical consultation topics include:

1. Fee structures
2. Advisory service development
3. Client onboarding
4. Communication standards
5. Portal or software changes
6. Service packages
7. Client reporting
8. Deadline processes
9. Staff workflow
10. Quality review processes
11. Client feedback systems
12. New service lines
13. Fixed fee arrangements
14. Referral partnerships
15. Practice management systems

For accountants, solicitors, consultants, architects and advisers, consultation might ask:

1. What do clients value most?
2. What do clients find confusing?
3. What would improve communication?
4. What service options would clients pay for?
5. What do staff think will work operationally?
6. What causes delays or frustration?
7. What should be piloted before full rollout?
8. What concerns need addressing before launch?

Professional services depend on trust.

Consultation can show clients that changes are being made with their needs in mind, not only for internal convenience.

Charities and voluntary organisations

Charities often need careful consultation because decisions may affect beneficiaries, volunteers, funders, staff, trustees, commissioners and community partners.

Typical consultation topics include:

1. Service redesign
2. Service closure
3. Funding changes
4. Volunteer roles
5. Community need
6. Beneficiary access
7. Safeguarding improvements
8. Impact reporting
9. New projects
10. Partnership arrangements
11. Eligibility criteria
12. Service priorities
13. Strategy development
14. Reserves policy impact
15. Fundraising approach

A charity might ask:

1. Who is most affected by the proposed change?
2. How can beneficiaries be consulted safely and sensitively?
3. What do volunteers need to understand?
4. What do funders need to know?
5. What alternative options exist?
6. What risks might trustees need to consider?
7. What feedback should influence the final decision?
8. How will the charity explain difficult decisions?

For charities, consultation should be ethical, accessible and proportionate.

It should not overburden vulnerable people or create expectations that cannot be met.

Public sector and local government

Public bodies frequently need consultation because decisions affect residents, service users, businesses, community groups, elected members and partner organisations.

Typical consultation topics include:

1. Budget decisions
2. Service redesign
3. Transport changes
4. Planning policy
5. Housing strategies
6. Environmental schemes
7. Community safety
8. Public health
9. Digital services
10. Waste collection changes
11. Parking schemes
12. School organisation
13. Local plans
14. Leisure services
15. Equality impacts

A public body might ask:

1. Who has a legal right to be consulted?
2. Which groups are most affected?
3. How will hard-to-reach voices be included?
4. What information is needed for an informed response?
5. How will responses be analysed?
6. How will equality impacts be considered?
7. What options are genuinely open?
8. How will the final decision be explained?

For public bodies, consultation should be fair, transparent, accessible and evidence-based.

It should also be clear about what decision-makers can and cannot change.

Property and construction

Property and construction projects often require consultation with tenants, neighbours, residents, local businesses, planning authorities, community groups and statutory consultees.

Typical consultation topics include:

1. Planning applications
2. Redevelopment proposals
3. Construction impacts
4. Site access
5. Parking
6. Noise
7. Traffic
8. Heritage impact
9. Environmental impact
10. Tenant works
11. Regeneration schemes
12. Public realm
13. Housing mix
14. Commercial space
15. Community facilities

A property business might ask:

1. Who will be affected by the proposal?
2. What concerns are likely?
3. What can be changed before submission?
4. What information will help people understand the scheme?
5. Which stakeholders should be consulted early?
6. What objections could be reduced through design changes?
7. How will feedback be recorded?
8. What commitments can reasonably be made?

For property and construction, consultation can reduce risk, improve design and build trust.

It cannot remove all objections, but it can improve the quality of the proposal and the credibility of the process.

Technology and software

Technology projects often require consultation with users, customers, staff, support teams, data protection leads, cyber security teams and senior sponsors.

Typical consultation topics include:

1. New system implementation
2. Software rollout
3. User experience
4. Data migration
5. Support model changes
6. Product roadmap
7. Feature changes
8. Customer onboarding
9. AI adoption
10. Cyber security changes
11. Portal redesign
12. App improvements
13. Internal workflow
14. Digital accessibility
15. Training needs

A technology team might ask:

1. Who will use the system daily?
2. What problems do users experience now?
3. What concerns do support teams have?
4. What training will be needed?
5. What accessibility issues exist?
6. What feedback should be gathered during testing?
7. What risks could affect adoption?
8. How will user feedback change the rollout plan?

Technology consultation should not be limited to senior decision-makers.

The people who use and support the system often know what will succeed or fail in practice.

Healthcare and social care

Healthcare and social care consultation must be handled with care because service users, patients, families, carers, staff and regulators may be affected.

Typical consultation topics include:

1. Service changes
2. Care pathways
3. Family communication
4. Staffing models
5. Digital care records
6. Safeguarding improvements
7. Quality improvement
8. Inspection response
9. Complaints processes
10. Patient experience
11. Access arrangements
12. Appointment systems
13. Care package changes
14. Policy changes
15. Community health services

A care provider might ask:

1. How will people receiving care be affected?
2. What do families need to understand?
3. How can consultation be accessible and sensitive?
4. What safeguarding considerations apply?
5. What do staff think is practical?
6. What regulatory expectations must be considered?
7. How will concerns be escalated?
8. How will feedback influence the decision?

In healthcare and care, consultation should protect dignity, safety, confidentiality, safeguarding and professional judgement.

Education and training

Education providers may consult learners, parents, carers, staff, employers, funders, regulators and community partners.

Typical consultation topics include:

1. Course changes
2. Course closures
3. New programmes
4. Curriculum design
5. Timetable changes
6. Learner support
7. Digital learning
8. Safeguarding policies
9. Employer partnerships
10. Placement arrangements
11. Funding changes
12. Accessibility
13. Quality improvement
14. Attendance policies
15. Assessment arrangements

An education provider might ask:

1. Which learners are affected?
2. What do parents or carers need to know?
3. What do employers need from the course?
4. What do tutors think will work?
5. What support needs may arise?
6. What equality or accessibility issues exist?
7. How will learner voice influence the proposal?
8. How will the outcome be communicated?

For education, consultation should support learner outcomes, safeguarding, quality, accessibility and employer relevance.

What a consultation plan should include

1. Purpose

The plan should begin with a clear purpose.

For example:

The purpose of this consultation plan is to seek views from affected service users, staff, volunteers, funders and partner organisations before trustees make a final decision on the proposed service redesign.

The purpose should explain:

1. What is being consulted on
2. Why consultation is needed
3. Who the consultation is for
4. What decision it will support
5. What outcome is expected

Without a clear purpose, consultation can become unfocused.

2. Scope

The plan should explain what is in scope and out of scope.

In scope might include:

1. The proposed options
2. The impact on affected groups
3. Practical implementation concerns
4. Alternative suggestions
5. Accessibility issues
6. Risk and mitigation
7. Communication needs

Out of scope might include:

1. Decisions already made
2. Legal requirements that cannot be changed
3. Matters outside the organisation’s control
4. Individual employment consultation handled separately
5. Unrelated service issues

Scope matters because consultees need honesty.

If something cannot be changed, say so.

3. Consultation objectives

Consultation objectives explain what the organisation wants to learn or achieve.

Examples include:

1. Understand stakeholder views
2. Identify concerns
3. Test proposed options
4. Improve the proposal
5. Understand impact
6. Identify risks
7. Meet legal duties
8. Gather local knowledge
9. Understand accessibility issues
10. Build trust
11. Support better implementation
12. Inform board or trustee decision-making
13. Understand alternative options
14. Improve communication
15. Reduce unintended consequences

Weak objective:

Consult stakeholders about the change.

Stronger objective:

Gather views from affected service users and partner organisations on the proposed change, identify practical concerns, and provide trustees with a summary of feedback before final approval.

4. Consultees

The plan should identify who will be consulted.

Possible consultees include:

1. Customers
2. Staff
3. Service users
4. Beneficiaries
5. Volunteers
6. Trustees
7. Funders
8. Regulators
9. Suppliers
10. Contractors
11. Tenants
12. Residents
13. Local businesses
14. Community groups
15. Partner organisations
16. Professional advisers
17. Public bodies
18. Elected representatives
19. Families and carers
20. Hard-to-reach groups

The list should be specific.

“Residents” may need to be split into immediate neighbours, wider community, local businesses, tenants, affected road users and community groups.

Different groups may need different methods.

5. Information provided

People can only respond properly if they understand the proposal.

The consultation should provide:

1. Background
2. Reason for the proposal
3. Options considered
4. Preferred option, if there is one
5. What is open to change
6. What is not open to change
7. Likely impacts
8. Benefits
9. Risks
10. Costs where relevant
11. Timetable
12. Decision process
13. How to respond
14. Closing date
15. Contact details

Information should be clear, balanced and accessible.

Consultation is weakened if people are asked for views without enough information.

6. Consultation questions

Questions should be clear, neutral and useful.

Good questions might include:

1. Do you understand the proposal?
2. What impact would the proposal have on you or your organisation?
3. What benefits do you see?
4. What concerns do you have?
5. Are there practical issues we should consider?
6. Are there alternative options?
7. What would improve the proposal?
8. What support or communication would be needed?
9. Are there equality, access or safeguarding concerns?
10. Is there anything else decision-makers should consider?

Avoid leading questions.

Weak question:

Do you agree that this sensible proposal should proceed?

Stronger question:

What are your views on the proposal, including any benefits, concerns or suggested changes?

7. Consultation methods

The plan should explain how views will be gathered.

Methods may include:

1. Survey
2. Written consultation document
3. Public meeting
4. Workshop
5. Focus group
6. Interview
7. One-to-one meeting
8. Online feedback form
9. Email response
10. Telephone consultation
11. Drop-in session
12. Staff briefing
13. Community event
14. User panel
15. Stakeholder forum
16. Social media feedback
17. Printed forms
18. Accessible format consultation
19. Translated materials
20. Consultation website page

The method should fit the audience.

A vulnerable service user group may need supported conversation rather than a long written form.

A technical stakeholder may need a detailed consultation document.

A wider public consultation may need a simple online response route.

8. Timescale

The plan should set out the consultation timetable.

This should include:

1. Preparation date
2. Launch date
3. Information release date
4. Events or meetings
5. Reminder dates
6. Closing date
7. Analysis period
8. Report date
9. Decision date
10. Outcome communication date

The consultation period should be long enough for meaningful responses.

The right length depends on complexity, sensitivity, legal duties, accessibility needs and stakeholder availability.

9. Feedback recording and analysis

The plan should explain how responses will be recorded and analysed.

This may include:

1. Response log
2. Feedback database
3. Theme analysis
4. Quantitative survey summary
5. Qualitative comments
6. Equality impact themes
7. Risk themes
8. Stakeholder group analysis
9. Issues raised
10. Suggested changes
11. Objections
12. Supportive responses
13. Alternative proposals
14. Management response
15. Decision-maker summary

Analysis should be fair and transparent.

Do not only count responses.

The strength, evidence and relevance of feedback also matter.

One well-evidenced concern may be more important than many identical short responses.

10. Reporting and decision-making

The plan should explain how consultation findings will be reported.

The report should normally include:

1. Consultation purpose
2. Consultees involved
3. Methods used
4. Number of responses
5. Main themes
6. Concerns raised
7. Supportive feedback
8. Alternative suggestions
9. Equality or access issues
10. Risks identified
11. Changes recommended
12. Management response
13. Decision required
14. Limitations of consultation
15. Next steps

Decision-makers should see both supportive and critical feedback.

The consultation report should not be written only to justify the preferred outcome.

11. Closing the loop

Consultees should be told what happened after the consultation.

This may include:

1. Summary of feedback
2. Main themes
3. Changes made
4. Reasons for the final decision
5. Why some suggestions were not adopted
6. Next steps
7. Implementation timetable
8. Contact point
9. Review arrangements

Closing the loop is essential.

If people take time to respond and never hear the outcome, trust is damaged.

Types of consultation

Informal consultation

Informal consultation gathers views without a formal process.

It may include:

1. Conversations
2. Staff discussions
3. Customer calls
4. Meetings
5. Early stakeholder engagement
6. Feedback sessions

It is useful for early exploration.

It should still be recorded where the feedback influences decisions.

Formal consultation

Formal consultation follows a structured process.

It usually includes:

1. A consultation document
2. Defined questions
3. Clear timetable
4. Response method
5. Analysis process
6. Report to decision-makers
7. Published outcome

It is useful where decisions are significant, sensitive or subject to legal requirements.

Public consultation

Public consultation seeks views from the wider public or a community.

It is common in public sector, planning, transport, environmental and community projects.

It should be accessible and clear.

Staff consultation

Staff consultation seeks views from employees or workers.

It may relate to restructuring, workplace changes, systems, policies or working arrangements.

Where employment rights are involved, formal HR and legal requirements must be followed.

Service user consultation

Service user consultation seeks views from people who use a service.

It is common in charities, public services, healthcare, social care and education.

It must be accessible, ethical and sensitive.

Community consultation

Community consultation seeks views from local residents, community groups, businesses and organisations.

It is common in planning, regeneration, public services and local campaigns.

It should include quieter voices, not only the loudest objections.

Technical consultation

Technical consultation seeks views from specialists, regulators, professional bodies or statutory consultees.

It is useful where technical evidence, safety, planning, legal or regulatory issues matter.

Common consultation methods

Survey

A survey gathers structured responses.

It is useful for reaching a larger audience.

It should be clear, neutral and not too long.

Written consultation document

A written document explains the proposal and asks for responses.

It is useful for formal consultation.

It should include background, options, questions and response details.

Workshop

A workshop allows discussion and exploration.

It is useful for co-design, staff consultation, service redesign and community problem-solving.

Focus group

A focus group gathers views from a small group.

It is useful for exploring experience, concerns and language.

Interview

An interview provides depth.

It is useful for sensitive topics or important stakeholders.

Public meeting

A public meeting allows open discussion.

It can be useful, but can also be dominated by strong voices.

Good facilitation is important.

Drop-in session

A drop-in session allows people to ask questions individually.

It is useful for property, planning, community and service changes.

Online feedback form

An online form allows easy response.

It should be supported by other methods where digital exclusion is a risk.

Written submissions

Written submissions allow detailed responses.

They are useful for technical stakeholders, partner organisations and formal consultees.

Common mistakes in consultation plans

Mistake 1: Consulting too late

Consultation should happen while feedback can still influence the decision.

Late consultation feels tokenistic.

Mistake 2: Not being clear what is open to change

If some matters are fixed, say so.

People need to know where their feedback can make a difference.

Mistake 3: Asking leading questions

Leading questions weaken trust and reduce the quality of feedback.

Questions should be neutral.

Mistake 4: Providing too little information

People need enough information to respond properly.

Vague proposals create vague feedback.

Mistake 5: Consulting only the usual voices

The loudest or easiest-to-reach people may not represent everyone affected.

Harder-to-reach groups may need specific methods.

Mistake 6: Ignoring negative feedback

Critical feedback may reveal important risks.

It should be considered properly.

Mistake 7: Counting responses without analysing meaning

Numbers matter, but themes, evidence and impact also matter.

A consultation is not always a vote.

Mistake 8: Failing to record feedback

If feedback is not recorded, it cannot be analysed, reported or defended.

Mistake 9: Creating unrealistic expectations

Do not imply that every suggestion will be adopted.

Consultation informs decisions. It does not always determine them.

Mistake 10: Not closing the loop

People should know what happened after consultation.

Failure to explain the outcome damages trust.

Limitations and weaknesses of consultation plans

Consultation plans are useful, but they have limits.

They cannot guarantee agreement

Good consultation does not mean everyone will support the outcome.

Some decisions remain difficult.

They can become tokenistic

If the decision is already made, consultation loses credibility.

They can be dominated by strong voices

Public consultation can attract the most motivated respondents.

The plan should consider quieter or more affected groups.

They require time and resource

Meaningful consultation takes planning, facilitation, analysis and reporting.

It should be resourced properly.

They can raise expectations

People may expect their preferred outcome to be adopted.

The process must be clear about how decisions will be made.

They can be misinterpreted as a vote

Consultation gathers views and evidence.

It is not always a referendum.

Decision-makers must consider feedback alongside law, finance, risk, strategy and duties.

They depend on trust

If trust is low, people may doubt the process.

Trust is improved through honesty, fairness and follow-through.

They do not replace leadership or governance

Consultation informs decisions.

It does not remove the responsibility of boards, trustees, councillors, directors or managers to decide.

Consultation plan compared with other strategic and management tools

Consultation plan and communications plan

A communications plan shares information.

A consultation plan seeks views.

Use communication to explain the proposal. Use consultation to gather feedback.

Consultation plan and stakeholder engagement plan

A stakeholder engagement plan is broader and may include communication, consultation, involvement and relationship management.

A consultation plan focuses specifically on the consultation process.

Consultation plan and stakeholder analysis

Stakeholder analysis identifies who matters.

The consultation plan explains who will be consulted and how.

Consultation plan and risk register

Consultation can reveal risks.

Risks raised through consultation should be added to the risk register where appropriate.

Consultation plan and issue log

If concerns have already become active problems, they should be recorded in the issue log.

Consultation plan and customer research

Customer research seeks insight about customers.

Consultation seeks views on a specific proposal, decision or change.

They can overlap, but they are not the same.

Consultation plan and roadmapping

A roadmap shows the phases of delivery.

A consultation plan may identify consultation points before key decisions on the roadmap.

Consultation plan and change management

Change management helps people move from current state to future state.

Consultation can support change by involving people before implementation.

Consultation plan and equality impact assessment

Consultation can provide evidence about how different groups may be affected.

This can inform equality, accessibility and fairness considerations.

Consultation plan and business case

A business case supports a decision.

Consultation evidence can strengthen the business case by showing stakeholder views, risks and options considered.

Alternatives and complementary frameworks

Stakeholder analysis

Use stakeholder analysis to identify who should be consulted.

Stakeholder engagement plan

Use stakeholder engagement planning where consultation is part of wider relationship management.

Communications plan

Use a communications plan to explain the consultation clearly and consistently.

Survey design

Use survey design principles to create clear, neutral and useful questions.

Focus groups

Use focus groups where deeper discussion is needed.

Equality impact assessment

Use equality impact assessment where the proposal may affect different groups differently.

Risk register

Use the risk register to record risks identified through consultation.

Issue log

Use an issue log for active concerns raised during consultation.

Decision log

Use a decision log to record how consultation evidence influenced final decisions.

A practical consultation plan template

A useful consultation plan should include:

1. Consultation title
2. Purpose
3. Background
4. Decision being considered
5. Scope
6. What is open to influence
7. What is not open to influence
8. Consultees
9. Consultation objectives
10. Information to be provided
11. Consultation questions
12. Consultation methods
13. Accessibility arrangements
14. Timetable
15. Response channels
16. Feedback recording process
17. Analysis method
18. Reporting process
19. Decision-making process
20. Communication of outcome
21. Risks
22. Owner
23. Review date

Example:

Consultation title: Consultation plan for proposed service redesign

Purpose: Seek views from service users, staff, volunteers, funders and referral partners before trustees decide whether to approve the proposed redesign.

Decision being considered: Whether to change the service model from open access support to a targeted referral-based model.

What is open to influence: Eligibility criteria, referral process, communication approach, transition support and implementation timetable.

What is not open to influence: The need to reduce operating costs to remain financially sustainable.

Consultees: Current service users, former service users, staff, volunteers, trustees, funders, referral partners and local community organisations.

Methods: Small group sessions, one-to-one calls, staff workshops, online survey and written submissions.

Key questions:

1. What impact would the proposed change have?
2. What benefits or concerns do you see?
3. What practical issues should trustees consider?
4. What support would be needed during transition?
5. Are there alternative options that should be considered?

Analysis: Feedback log, theme analysis and summary report to trustees.

Outcome communication: Written summary explaining feedback received, decision made, changes to the proposal and next steps.

Owner: Chief Executive.

Review date: After consultation closes.

Questions to ask when creating a consultation plan

Purpose questions

1. Why are we consulting?
2. What decision will consultation support?
3. What is still open to influence?
4. What has already been decided?
5. What outcome do we need from consultation?
6. Who will use the feedback?
7. What legal or governance duties apply?
8. What risks need managing?
9. What would make the consultation meaningful?
10. How will we know the consultation has worked?

Consultee questions

1. Who is affected?
2. Who may have useful evidence?
3. Who may object?
4. Who may support?
5. Who has legal or regulatory standing?
6. Who is hard to reach?
7. Who may need accessible formats?
8. Who may need support to respond?
9. Who should be consulted early?
10. Who might be missed?

Information questions

1. What background do people need?
2. What options should be explained?
3. What impacts should be described?
4. What evidence should be shared?
5. What constraints should be made clear?
6. What is the timetable?
7. What decisions are fixed?
8. What decisions remain open?
9. How should people respond?
10. Who can answer questions?

Question design questions

1. Are the questions clear?
2. Are they neutral?
3. Are they specific enough?
4. Do they invite useful feedback?
5. Are they too long?
6. Are they accessible?
7. Do they cover impact?
8. Do they allow alternative suggestions?
9. Do they avoid leading language?
10. Will the answers help decision-makers?

Analysis questions

1. How will responses be recorded?
2. How will themes be identified?
3. How will different stakeholder groups be analysed?
4. How will equality or access issues be considered?
5. How will objections be reported?
6. How will supportive feedback be reported?
7. How will evidence be weighed?
8. How will repeated responses be handled?
9. How will limitations be explained?
10. How will findings be presented to decision-makers?

Outcome questions

1. Who will make the final decision?
2. How will feedback influence the decision?
3. How will changes be recorded?
4. How will consultees be told the outcome?
5. How will rejected suggestions be explained?
6. What next steps will be communicated?
7. What implementation issues remain?
8. What risks should be updated?
9. What should be reviewed later?
10. What have we learned for future consultation?

The best way to think about a consultation plan

A consultation plan is not just a feedback exercise.

It is a decision-support process.

A good consultation plan should be:

1. Clear
2. Honest
3. Timely
4. Inclusive
5. Proportionate
6. Accessible
7. Well-documented
8. Neutral in questioning
9. Linked to decision-making
10. Properly closed out

A weak consultation plan says:

“We asked people what they thought.”

A strong consultation plan asks:

“Who needed to be heard, what did they say, what did we learn, and how did that influence the final decision?”

The key question is not simply:

Have we consulted?

The better question is:

Have we consulted the right people, at the right time, with the right information, and used their feedback properly?

Conclusion: consultation plans turn listening into better decisions

Consultation plans remain useful because decisions are rarely made in isolation.

Projects, services, policies and organisational changes affect people. Those people may have experience, concerns, evidence and ideas that decision-makers need to understand.

Used badly, consultation becomes a tick-box exercise carried out too late to matter.

Used properly, it becomes a practical governance and management tool. It helps organisations listen properly, understand impact, improve proposals, manage risk, build trust and make better decisions.

The real value is not in saying that consultation happened.

The real value is in learning from it.

A strong consultation plan helps an organisation move from saying, “We need to ask people,” to asking, “Who needs to be heard, what do we need to learn, and how will their feedback improve the decision?”