Measurement Tools and Processes

• What tools and processes do we currently use to track progress on our goals and objectives for engaging PWLE?
• Are there any gaps in the type of data we collect and evaluate? For instance, do we primarily track process measures, but not longer-term outcomes and impacts?
• How do the tools and process we have in place support our measurement process and how do they hinder it?

Set clear, SMART goals to anchor your measurement approach.  The first step to aligning data collection and evaluation with your stated goals is to ensure those goals are SMART– Specific, Measurable, Achievable,Realistic/relevant, and Timebound. Strong  goals create the foundation for  meaningful measurement by clarifying what you aim to accomplish, what success looks like and what information you need to track to understand progress. SMART goals also guide decisions about  what to measure, how to measure it, and how to assess whether you are moving in the right direction.

• See: Setting Specific Goals and Objectives

Once goals are clear, the next steps are to:

• Identify the information needed to track progress.  Determine what information is necessary to track and evaluate progress on your goals and objectives and where it will come from. Common sources of data from engaging PWLE include:
  • Quantitative data: survey responses, attendance logs, participation rates, insight counts, counts of actions taken, etc.
  • Qualitative data: interview or focus group transcripts, open-ended survey responses, storytelling narratives
  • Contextual data: meeting notes, advisory committee minutes, insights from informal conversations with PWLE
• Select tools and processes for consistent data collection and analysis. Choose tools that align with your organization’s capacity and the purpose of measurement. The goal is to make data collection consistent, accessible, and useful – not burdensome.  Before creating new systems, review what already exists; many organizational databases, evaluation tools, or feedback mechanisms can be adapted to support this work.

Examples of tools and processes includes:

• Low-tech: shared spreadsheets, Word templates, or meeting logs to record key insights, actions, and examples of impact
• Medium tech: online forms or surveys (e.g., Google or Microsoft Forms, SurveyMonkey) to collect feedback efficiently
• Higher-tech: data dashboards (e.g., Tableau, Airtable, Power BI) that support real-time tracking and analysis

Even simple tools can create a strong foundation. A shared document used across teams to record insights from PWLE, anecdotes and examples of impact can be a meaningful place to start. Organizations  may also find opportunities to repurpose existing data systesm–or decide that beginning with a simple spreadsheet is more feasible, especially if measuring the work with PWLE is new.

• Define roles, responsibilities and timelines. Clarify who is responsible for collecting, reviewing, and interpreting the data. Include PWLE in data interpretation. Set a routine schedule for data collection – monthly, quarterly or annually depending on the measure – to ensure that measurement happens routinely rather than ad hoc or inconsistent tracking.

Community Health Plan of Washington staff maintain a tracking tool to organize and summarize member insights by key themes and assign action responsibility to specific “business areas.”

HealthierHere staff track feedback using meeting minutes and an engagement tracker to document input, organizational responses, and responsibility.

• To what extent are we sharing back outcomes from the work we do with PWLE and other partners?
• Do the PWLE we work with have a clear shared understanding of how their input and efforts have made a difference?
• In what ways do we publicly give credit for the input and guidance we receive from PWLE?

• Design engagement with “closing the loop” in mind from the start. Plan how you will reconnect with PWLE who contribute.
  • 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 process (e.g., database, spreadsheet, CRM fields) to store contact information those who consent
    • Being transparent about how feedback will be used and when participants can expect to hear back
• 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” section 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

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

National Health Care for the Homeless Council routinely engages PWLE to author  publications, giving credit for their contributions:

• Exploring the Experiences of Violence Among Individuals Who Are Homeless Using a Consumer-Led Approach
• Beyond Mere Principle: Strategies for Truly Partnering with People who Have the Lived Experience in our Work

National Health Care for the Homeless Council’s Storytelling Guide, developed by the National Consumer Advisory Board, explains how to use personal stories to raise awareness and advocate for change.

Stanford Health Care routinely highlights outcomes from their Patient Partner Engagement in an annual report. An example of content from these reports is included below:

Image description: A screenshot of a Stanford Health Care annual report page. A maroon header with white text reads “Cancer Center South Bay – Patient & Family Advisory Council.” A maroon subheading says “2023 Accomplishments Continued.” Black text on a white background briefly describes PFAC’s work to strengthen patient-centered nurse navigation and notes that the first nurse navigator was hired in Fall 2023 and is piloting the program with breast cancer patients.