The document discusses contemporary approaches to engagement and how engagement is changing. It notes that engagement is increasingly integrated into organizations, uses a variety of techniques including cheaper mass engagement, and focuses on key players. The document advocates for engagement to have clear purpose and success factors as well as using both high and low touch methods. It presents models for the levels and metrics of engagement and becoming an engaging organization through strategic alignment and changing practices.
27. Change tactics
•Find an easy start
•Training
Initiate
•Review and
stories
•Profile practice
•Champions
Infect •Organisational
development plan
•Standardise
•Measure
Improve
•Invite view of
others
•Seek external
review and award
Inspire
34. 5+questions
to start any project right
1. What is the context for the
project locally, regionally,
nationally and internationally?
2. What is the essence of the
problem or opportunity?
3. Who are the key players and
the communities you are
working with?
4. What is your engagement
purpose?
5. What role can and are others
playing to achieve the
outcome?
36. Contemporary
engagement
1. Integrated into the the work
of the organisation.
2. Clear purpose, clear success
factors
3. High touch – High tech
4. Worked across the
Contemporary Engagement
model
5. Strong engagement portfolio
of relationships and activity
Modern governments, government agencies and businesses are changing their approach to community and stakeholder engagement, because they have to and they need to.
Increasing organisations, government and local government are being expected to tackle problems that they alone can not solve. Big enduring problems.
Around the world people, are saying no to any further costs of government services , placing pressure of government agencies and decision makers to contain costs and rates or tax increases. For engagement, that has had a fundamental change to the role and contribution engagement needs to make to the delivery of service and achievement of the impact we seek.
There’s no backyard anymore, the actions of your organisation are visible to the world, increasing the capacity for communities to make their own assessment of the personality, intentions and actions of your organisation.
We live a much more mobile life. Our personal care and administration and communication are done on the move. Engagement needs to match the pace!
Technology mean we are more connected to one another, faster on many platforms.
Social media and the audience and financial pressure on traditional media outlets have created the opportunity for all of us to have our 15 minutes of fame. So consumers first point of communication is not to an organisation, it is to family, friends and the world.
And of course we know everything or expect to be able to find all the knowledge when we need to know it!
The reduction in community confidence and trust levels in government, government agencies.
The impacts are real, everyday and are changing the face of engagement, and how it is used.
High touch – high tech
IAP2 has recognised this changing dynamic of engagement with the introduction of the new Community Engagement Model that recognises the new full scope of engagement practice.
The modern reality for engagement practitioners is that one great engagement effort is good but not good enough. The challenge is to create effective consistent practice and build the capacity of engagement to be more than skin deep for our organisations.. Our organisations need to be engaging organisations.
Engaging OrganisationPresence
Align engagement to organisational strategy
Work practices to maximise value of engagement
Disciplined consistent delivery
Core engagement capability
Community and stakeholder capability
In tune with the community and stakeholder experience
How do you rate your organisation?
Tactics for changing your organisation depend on where you start.
For organisations in the Improve stage then measuring impact is critical.
Measure across the portfolio of engagement activities
Rubrics are a powerful internal tool for improving practice
Build responses that match the project, the purpose and the community.
Build an engagement approach from service, to consultation to empowerment.