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It defines engagement as communication, interaction, collaboration, and partnership, including participation without direct contact through information sharing and web services. The toolkit explains why engagement is essential for mission fulfillment, client satisfaction, autonomy, and compliance with accreditation and care legislation. 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The sources used here are listed in the References section atthe end of the Toolkit.  \nThe contributions of Stephanie Power, Dr Ally Gibson, a large number of service staff and managers, and the panel of academic and practice experts to the development of the Toolkit are gratefully acknowledged.  \nThis research was funded by an Australian Research Council Discovery Early Career Researcher Award (DE140101503) .  \nAuthor: Andrea Petriwskyj  \n© 2017 The University of Queensland, Brisbane, Australia ABN 63 942 912 684, CRICOS Provider No: 00025B  \nThis work is licensed under a Creative Commons Attribution-NonCommercialNoDerivatives 4.0 International License. To view a copy of this license, visit [https://creativecommons.org/licenses/by-nc-nd/4.0/](https://creativecommons.org/licenses/by-nc-nd/4.0/) .  \nCommitment to engagement About the tools  \nPractice examples  \nTool 1 – Need for Action Tool 2 – Action Planner  \nTool 3 – Monitoring and Evaluation  \nWhat is engagement?  \nClient engagement is about how we communicate and  \ninteract with clients, and how we involve them in decisions  \nand planning. This can be individual, or it can relate to a  \nwhole service or even the whole organisation.  \nEngagement could involve direct discussion, collaboration, or partnership with one or many clients at any given time.  \nHowever, it may not necessarily involve direct contact with  \nan individual client. It could involve information sharing  \nthrough marketing materials or information sheets, or the  \ndevelopment of web services that clients may use, or that  \nstaff use to engage with clients directly.  \nIf you see, talk to, or interact with clients, or if your role  \ninvolves providing a service or system that clients use or  \ninteract with, then you are engaging with clients.  \nEngagement is the responsibility of all staff.  \nWhy do we engage?  \nClients have an important role in the planning, delivery, and evaluation of services, as well as in the direction and evaluation of their own care. Effectively engaging with clients is fundamental to fulfilling the organisation’s mission and values. Good engagement practice values the contribution of clients at every level of the organisation.  \nThere are many important benefits to effectively engaging with clients. These include making sure services are appropriate, inclusive, and innovative, increasing satisfaction and uptake of services, and increasing support for client control and autonomy. Engagement is an investment in relationships, and this is important right from the very first contact with clients and stakeholders to help things go smoothly along the way.  \nInvolving clients in decisions that affect them is required under Accreditation Standards and care legislation. An important part of the role of care services is supporting clients to have a strong voice.  \nCommitment to engagement  \nThere are many different forms engagement can take. It is important that organisations support innovation and the development of new ideas about the way they engage. All staff are encouraged to be proactive in seeking new ways to connect with clients.  \nAll staff need to be supported to undertake client engagement and participation initiatives, and clients need to be supported to participate effectively in these initiatives. The efforts of staff and clients in contributing to these initiatives must be highly valued. Staff should be encouraged to help identify areas for improvement and to come up with ways to address any issues they see in the organisation.  \nIt is important to provide feedback on what you have learned and how you have responded. This feedback needs to be given to clients and families, other stakeholders, and fed back up through the organisation. Staff need to be supported to learn from and provide feedback to stakeholders.  \nCare organisations have many different stakehol","cbCairgFs4tmSZ7i","https://ap.wps.com/l/cbCairgFs4tmSZ7i","pdf",1156541,46,"English","# Commitment to engagement\n## About the tools\n## Practice examples\n## Tool 1 – Need for Action\n## Tool 2 – Action Planner\n## Tool 3 – Monitoring and Evaluation\n## What is engagement?\n## Why do we engage?\n## Commitment to engagement\n## About the Toolkit","[{\"question\":\"What does client engagement mean in this toolkit?\",\"answer\":\"Client engagement focuses on communication and interaction with clients, and involving them in decisions and planning. It can include direct discussion, collaboration, or partnership, and may also occur through information sharing or web services.\"},{\"question\":\"Why is engagement important for care organisations?\",\"answer\":\"Effective engagement helps fulfil the organisation’s mission and values and improves services by making them appropriate, inclusive, and innovative. It also supports client control and autonomy and is required under accreditation standards and care legislation.\"},{\"question\":\"What actions do care organisations and staff need to support engagement?\",\"answer\":\"Care organisations should ensure clients have a strong voice, provide sufficient participation opportunities, promote shared responsibility, ensure mutual respect and fairness, and communicate transparently. They should also support staff training and ongoing evaluation and monitoring of engagement initiatives.\"}]","Client Engagement Toolkit Staff Tools Print version | PDF",1790111612]