Reflections: Planning to Plan

Depending on the project, a formal engagement plan or business case may be needed, or something simpler may be more appropriate. These plans can vary in length, detail and timeframe. Some common elements include:

  • Engagement objectives and purpose;
  • Approach (guiding principles, ethical commitments and assumptions);
  • Proposed questions and topics for engagement, articulated both a project-level and for each stage, depending on the duration of the process. (These may be co-developed with the community);
  • Anticipated resource needs (for implementation, as well as for any ongoing partnership and collaboration beyond the formal engagement time frame);
  • Anticipated timeline or stages/cycles of engagement;
  • Participants and methods for reaching them;
  • Engagement activities;
  • Evaluation process (this can and should be done throughout, and not left until completion of the work).

While the reality of implementation is unlikely to match the plan as it is originally developed. This can be a helpful tool to build internal alignment within the organization that is convening the process, or with partners in the process. It can clarify thinking and be adapted over time to respond to new insights that emerge as your move into implementation.


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Strategic Dialogue and Engagement for Climate Adaptation Copyright © by Simon Fraser University is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License, except where otherwise noted.

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