Establishing Feedback Loops that Support Action

• What are the different ways across our organization that we receive feedback and input from PWLE?
• To what extent is the feedback we’re seeking from PWLE aligned with our strategic priorities and actionable opportunities to act on what we hear?
• How are we documenting feedback and reaching agreement on key themes?
• How are we moving insights from PWLE to the decision makers across the organization?
• Do we consistently “close the loop” by sharing back with PWLE if and how their input was acted on?

Evelyne Kane, Associate Director for Community Engagement & Capacity Building at the Camden Coalition, discusses the practice of “closing the loop”.

• There are several steps involved in creating a feedback loop. To support the process overall, it is important to assign responsibility to specific staff for each phase and to use a tracking tool or system, such as this example.

• Step 1: Seek out and organize input from PWLE:
  • Identify the channels through which input is gathered, such as advisory boards, patient and family advisory councils, satisfaction surveys, complaints, community meetings, and other constituent groups.
  • Develop systems and tools for recording and tracking suggestions, ideas, and input from PWLE (e.g., meeting notes, committee summaries, open-ended survey responses, focus group transcripts).
  • Synthesize input across sources, identify key themes, and translate suggestions into actionable insights while preserving  the authentic voice of PWLE (e.g., sharing unedited feedback when possible). Analysis may range from informal discussion and note review to more formal methods such as using qualitative analysis software to code and analyze data.
  • Design engagement with “closing the loop” in mind from the start. Plan how you will reconnect with  PWLE contributors.
    • For standing advisory committees or working groups, maintaining contact is straightforward–updates and follow-up can and should occur as part of regular agendas.
    • For short-term or one time engagement activities (e.g., surveys, focus groups, listening sessions, community town halls) plan ahead for follow-up by:
      • Offering opportunities to opt into updates
      • Creating secure processes (e.g., database, spreadsheet, CRM fields) to store contact information of those who consent
      • Being transparent about how feedback will be used and when participants can expect to hear back

• Step 2: Integrate input from PWLE into organizational decision-making
  • Share synthesized feedback to organizational decision-makers (e.g., senior or departmental leaders) on a consistent basis. This may include making  feedback from PWLE a standing agenda item for leadership meetings, or requesting time with relevant department leaders as needed.
  • Align feedback from PWLE with strategic priorities and make transparent decisions about planned actions. PWLE may participate directly through seats on organizational decision-making committees.
    • When priorities conflict, take steps to better understand differing perspectives by gathering additional input from PWLE, staff, community members, and partners.
  • Develop action plans to address feedback from PWLE, including clear steps and timelines. Seek additional feedback or guidance from PWLE as needed before finalizing decisions.
  • Assign ownership of each action step to specific individuals to ensure accountability. Consider where there are points that require input or sign-off from organizational leaders and how you will provide regular updates, including challenges and needed adjustments.
  • Identify opportunities for PWLE to continue informing implementation by confirming interpretations of their feedback and guiding how changes are rolled out.

• Step 3: Close the loop
  • Develop processes for reporting back to PWLE who have provided input. For one-time engagement methods (e.g., surveys, focus groups, townhalls), create a plan for re-contacting  participants, such as collecting contact information with permission to  receive updates.
  • Share updates and outcomes in meaningful and accessible ways. Use multiple channels to ensure PWLE hear what  decisions were made and how their input influenced action. Examples include:
    • Standing advisory or working group meetings: include regular agenda items for reporting back on how input has influenced action
    • Ad hoc sharing sessions: Schedule dedicated virtual or in person meetings or town hall style sessions to discuss outcomes and next steps
    • Digital and print updates: use newsletters, websites, and social media posts to share stories of change and highlight the voices of contributors
    • Annual reporting: include a “What We Heard/What We Did” sections in organizational annual reports, evaluation reports, and satisfaction surveys.
    • Partnership-based dissemination: Work with local community-based organizations or networks to help share outcomes and updates
  • Demonstrate accountability by sharing what actions have been planned and implemented in response to feedback from PWLE. This can include communicating outcomes with PWLE, staff, the larger community, and other partners in the work. When input from PWLE is out of scope or not actionable,  communicate transparently to explain priorities, decision-making processes, and any constraints (e.g., resources, authority). Offer to connect PWLE to other channels of influence such as advocacy organizations or other community groups.
  • Share tangible products developed based on input from PWLE, such as updated policies or workflows, educational materials, publications, or new programs.
  • Acknowledge and give credit to PWLE who contributed. Recognition reinforces that lived experience is valuable expertise. Ways to give credit include:
    • Acknowledging contributors in reports (with consent), presentations, and communications
    • Including direct quotes or stories in summaries and recommendations
    • Celebrating shared achievements during advisory council meetings and community events

Community Care’s Member Satisfaction Feedback Loop is a formalized, cyclical process that ensures continuous input from member and family voices. The process begins by gathering member feedback from multiple sources, including local and statewide Member and Family Advisory Boards (MAB and FAB), satisfaction surveys, and customer service surveys. On a quarterly basis, feedback is synthesized into themes by the Member Satisfaction Team (MST) and reported to the Senior Leadership Team. Senior leadership identifies priorities and works with MST leads to plan and implement action steps to respond to the feedback. The organization reports back to members and families through advisory meetings, member newsletters, and their Member Voice webpage.

Example of Community Care’s “You Spoke, We Listened, We Acted” flyer

Community Care’s public-facing feedback loop graphic:

Image description: a graphic depicting the six steps of Community Care’s “Member Feedback Loop” process. Steps of the feedback loop include: gathering member feedback, sharing issues with local offices, summarizing themes from feedback, sharing themes with senior leaders, planning action steps, and reporting back to members.

Community Care’s internal, detailed feedback loop process map:

Image description: a detailed graphic of Community Care’s “Member Feedback Loop” process depicts the internal workflow that supports their six step feedback loop process.