Once all the information has been gathered through the engagement and research work, it needs to be collated, analysed and shaped into a draft community action plan.
If a questionnaire has been used, it may be easy to tally up the resulting preferences or opinions, especially if an online survey tool that provides that functionality has been used. Where events were held and participants were asked to provide responses on post-it notes or using sticky dots to vote against statements, for example, then these can be grouped according to themes. It is always a good idea to photograph these for future reference and inclusion in relevant reports or supporting materials.
The analysis of data is a really important stage of the process, and the more inclusive it can be, the better. However, whilst it can be time consuming and less dynamic than the actual consultation activity, it’s a really critical stage in building consensus because the process of considering responses, grouping and analysing ideas and shaping them into themes, trends, and possibilities for action is actually quite a subjective – and therefore influential – process. Whilst any external consultants leading the process will play a critical role at this point, they should have the skills to engage at least the Steering Group actively in reviewing the data and drawing conclusions in a manner that is balanced and inclusive.
At this stage, it is worthwhile checking how the emerging themes and ideas relate to the needs and opportunities presented in any socio-economic statistics available for the area. Do these match? If not, why might that be? Has the engagement been wide enough? Is the socio-economic data up to date?
From the outset, it is helpful to focus on long term and strategic goals and activities. For example, supporting local enterprise and apprenticeships, housing provision, conservation of natural and cultural heritage, key community facilities, services for children and families, intergenerational connections, and opportunities for renewable energy generation.
However, there may also be some ‘quick win’ projects that can provide tangible results in the short term, and that may also help to keep people engaged and the momentum going.
The community action plan should therefore feature a mix of these along with larger and longer-term projects that may bring more of a lasting legacy from the Fund.
Once the information received has been analysed, it can be compiled into different formats for circulation to the community. This may include a formal report, an abbreviated or summary report, some kind of leaflet or more creative ideas like a map of the area or a sets of postcards with images and quotes from the consultation activity. These can also be developed into a marketing tool for the plan and indeed for the local area.
Whatever format or formats are used; it is important to:
- Sketch out the context for the community action planning process, stating the drivers behind it and the purpose statement
- Provide any socio-economic profile of the area.
- Create a record of the process, who was engaged, how many and what they said
- Set out the themes or outcomes that people prioritised as well as any specific projects (existing or new) that were supported
- Distil the themes or outcomes into a long-term vision for the community
- Ideally give some sense of timescales for delivery of the plan, and
- Identify which groups might take responsibility for that.
One way of organising actions is to use the following categories from Nature Development:
- What can we (the community) do for ourselves?
- What do we require some help to deliver?
- What do we need outside agencies to provide for us?
Once the consultation outputs have been drafted, it may be helpful to check in with key stakeholders and the wider community (e.g. through a presentation and feedback event) on the broad conclusions. Once finalised, the report and resulting action plan should be circulated to those who took part and made available online for future reference.
