Action
Plan |
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Purpose |
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An action plan is developed to apply the steps in the decision
process . This explains what has happened and what
needs to be done. Most of the action plan is the responsibility
of the team leader, with support
from team members, and can be used
to obtain funding, support, and commitment
from managers and decisionmakers.
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The action plan is also a good tool
for determining whether or not to proceed --changes in
funding, authority, or the need for action are strong
"go/no-go" indicators. |
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To track and document
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- What decisions have been made
- What needs to be done
- What changes have occurred
- What you have learned
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The action plan forms the backbone of the
decision process by providing organization and direction. The
action plan describes how each of the key study elements will
be achieved so everyone can keep track of the steps and where
they are going. |
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Why?
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The action plan will:
- Clearly communicate intended actions, rationales, resources,
and timeframe
- Become a touchstone for players to measure actions and
events against
- Provide a handy background for new
players.
Document what you have built. |
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How |
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Start by gathering whatever information you
have developed so far into an action plan and fill any remaining
gaps. Disseminate the action plan to all participants
for comments. Meet with participants to reconcile comments.
Set up a procedure to modify the action plan as changes occur
and the process develops. (For example, add pages to explain
the changes and periodically update and circulate the plan.)
Put a date on every plan. Keep a master list of versions as
you revise it to keep track. |
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The simpler the action, the easier it
is to coordinate. Try to break
complex actions into simpler parts. |
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In developing your action plan, answer the
suggested questions below to provide a basic foundation:
- What is the authority and source
of funding ?
- What is the purpose?
- What is the need for action
- How will the publics and participants
be involved ?
- What are the existing relationships and constraints
?
- How do participants perceive the expectations for the
solution?
- Who will make decisions and how?
- Who are the players and what are their roles
? (Note: this may include other entities and individuals as
well as the core team.)
- What will documents cover? (For example: making decisions,
formulating agreements, and documenting the progress of the
decision process.)
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Contents
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Write your action plans to stamp out misunderstandings
as early as possible and preserve agreements
that have been made as the process proceeds.
At a minimum, the action plan should cover: |
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Introduction
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- Background
- Provide the necessary amount of detail needed to understand
the problem : location, physical
details, a short history, etc.
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Focus your action plan on actually solving
the problem . |
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- Problem.
- Define the
problem. Show why it is serious
and should be addressed.
- Purpose.
- Briefly describe why you are doing something show that
it would be irresponsible not to act.
- Funding and authority
- Briefly describe the funding sources for both Reclamation's
involvement and other governmental and nongovernmental agencies.
Citing the authority under which Reclamation is operating
will help communicate Reclamation's role in the process.
- Existing relationships and constraints
- Document these to help everyone understand the parameters
of the study. List the ground rules
- Participants.
- List who is involved and what they
are contributing to help provide an overall picture of
the process and encourage players to communicate and interact.
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Actions
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Tailor the action plan to fit your task
(e.g., a hazardous waste study may include very specific
details on proposed actions and constraints; a watershed
initiative may take a broad, overarching approach.)
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- Expectations.
- List what you expect to address and achieve. This helps
focus the study and prevent surprises down the road. (e.g.,
But I thought we were going to address x, not y!) Be sure
to list opportunities available.
- Tasks.
- Show who will do what, when, and why to provide the backbone
of the study. Participants will be able to refer back to the
proposed actions and agree on what actions need to change
in response to external and internal changes. Be sure to list
the resources committed, payment method, and timeframe.
- Timeframe.
- Although schedules slip, show
a timeframe for events to keep participants and decisionmakers
on track. Show how each action is a step toward solving the
problem by including milestones,
decision points, and places to re-examine the process. Make
sure everyone understands how events are connected (time charts
and flow charts can help).
- Communication
- Lay out when and how you will communicate to help identify
potential changes early and prevent misunderstandings and
delays, and build credibility.
- Training and team building.
- Training can build the team up to function productively
and show team members new, effective methods of working with
others to solve problems and resolve conflicts.
- Analyses.
- Document how analysis and corresponding reports will
be generated and used. Agree on general assumptions and sensitivity
ranges.
- Documents to produce.
- Documents are the primary vehicle for formally communicating
with the team and participants. Note what documents you will
need to explain analyses, share participant's and public's
comments, show decisions and rationales, and fulfill legal
and Reclamation requirements. Lay out ground rules for how
the reports will be developed and how comments will be addressed.
- Agreements.
- Outline what agreements will need to be reached with
whom to help reduce future misunderstandings and effectively
pool participants' resources.
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Decisions
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Success:
Take off your blinders to look beyond what is authorized
(or even reasonable. ) Others
can address what you can't. |
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- Decisions to make
- List the decisions to be made, when they'll be made,
and who will make them. This helps keep decisionmakers involved
and aware of what is going on and what they need to do. This
includes thresholds of significance
and how to decide whether to continue the process.
This will also help smooth decisionmaker and administration
transitions.
- Level of detail.
- Describe briefly the level of detail needed for decision
points to reduce technical conflicts and promote credibility
for the data and decision.
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Since changes are inevitable, plan for
them from the start. |
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Build flexibility into
your action plan. Separate the process into formal phases to
provide joints or breaks to determine course changes or even
whether or not to continue. Participants can join or opt out
at these breaks. You can then manage change rather than letting change manage the process.
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Updates |
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Keeping the action up-to-date
by recording what actions have occurred will turn the action
plan into an effective tool to help keep new participants informed.
Listing changes in study direction, participants, and actions
will provide a basis for determining the future directions of
the study. |
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Review |
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After establishing the plan,
examine it regularly to determine
if any element has changed or needs to change. Allow for time
for review and revision at appropriate intervals |
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Throughout the process and after implementing
the solution, examine the process and apply what you have
learned. Use 20/20 hindsight to figure out what worked
and what to improve for the next step--and the next action.
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Ask:
- What changes have occurred?
- What have the analyses and interactions among participants
uncovered?
- How do these changes and revelations affect what you
are trying to do?
- Who needs to see and comment on the action plan?
- Is the budget appropriate
for the scope of action now
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Go On
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Handyman's Tour Decisions
<-----> Decision Analysis
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