Engagement into Action

Andrea Williams

Partnership Coordination Manager

Learning Objectives

• Participants will identify best practice in developing action plans• Participants will develop actions from engagement data using participatory

techniques• Participants will identify the key components of an action plan to ensure

delivery

AimTo provide participants with ideas to develop an action plan after engagement using a real

life case study

What experience do we have?

What went well?

What didn’t go so well?

Group Exercise – Case Study

Turning qualitative data into actions

• Context

• Individually – have a read of the case study provided

• As a small group – theme the comments provided

• Feedback the themes to the larger group and how you found the exercise

Part 1- Themes

Themes

• Information

• Networks

• General communication

• Knowledge of each other

• Techniques

• Planning

• Resources

• As a group develop and agree key actions that you would recommend from the themes identified and the comments, make sure that they are SMART (Specific, Measurable, Achievable, Realistic and Time bound)

• What should the Local Authority do?

• What should the Third Sector do?

Part 2 – Themes to Action

Group Exercise – Case Study

What should the headings be in an action plan?

Group Exercise

• In your groups agree the main headings that should be in an action plan

• Feedback to the larger group

Example Action Plan Headings

• Outcome/Objective

• Action Reference Number

• Action Owner/Lead

• Expected completion date

• Action update

• Links

• Performance Measures

• Actual completion date

Good practice from lessons learnt• If possible, develop action plans with key stakeholders

• Once the action plan has been developed check back with key stakeholders that the action plan reflects what was said

• If you need someone else to deliver an action ensure that they have been asked and they know what their responsibilities are

• Gain organisation approval for the action plan and raise awareness of it, ensure it is being monitored

• Regularly update the action plan – make it an alive document

• Inform people engaged with how their comments have been used and share the action plan with them

• Be realistic, especially with timescales if you are relying on other people (increased time to collect the information)

• Ensure that if there is more than one delivery organisation with joint responsibility that the actions are representative

• Can use performance measures to ensure that the actions make a difference (RBA what difference has the action made)

Performance Matrix Quantity Quality

How much did we do? How well did we do it?

Effo

rt

# of people attending courses # of courses run

Least Important Most Control

% Common Measures Customer satisfaction (did we treat you well) Unit cost (we ran the course to budget or under budget) Percent of staff fully trained % Activity-specific measures Percent of actions timely and correct Percent of clients completing activity Percentage of actions meeting standards

2nd Most Important

Is anyone better off?

Effect

# Skills/Knowledge # Attitude /Opinion # Behaviour # Circumstance

3rd Most Important

% Skills/Knowledge % Attitude /Opinion % Behaviour % Circumstance

Most Important Least Control

Questions???

Evaluation