# Context [OpenActive](https://www.openactive.io/) (OA) is a community-led initiative for the sport and physical activity sector. It is run by a community of volunteers, and is backed by grant funding from Sport England and Department for Digital, Culture, Media and Sport (DCMS), and stewarded by the Open Data Institute (ODI). The primary use case for OA is to make it easier for people to find and book activities online in the model of other sectors such as travel and fast food. > ‘Our aim is to make it as easy to find and book a tennis court as it is to book a hotel room.’ An [independent review in 2021 by the Open Data Services Co-operative (ODSC)](https://docs.google.com/document/d/1rLEEi4GjMDDbbnsgRx2L7QZIKUEzyq78TI2eSFPKcxA/), recommended that OA should: * ‘explore the alternative value propositions that OpenActive could provide (while maintaining growth for the original ‘find and book’ use cases).’ * ‘engage in ongoing and periodic evaluations of its mission and operational strategy that allow for a shift to more effective and focused approaches in the short-term and for major shifts in activity as required.’ The current OA logic model shows this broader ambition:

Logic model showing strategic progression across five columns. Each column has a heading and then more detailed information. Arrows pointing from left to right show the influence of each column on the next one. From left to right the columns are: Column One - Inputs. External and additional funding from public, private and third - sector groups, organisations and communities. Column Two - Activities. Deployment of use cases. Column three - Outputs. One - pilot use cases addressing barriers to opportunity (for example, social prescribing or schools activity). Two - Empirical evidence of impact and added social value. Column Four - Outcomes. One - The sport and physical activity sector is serviced by a truly independent initiative capable of meeting the needs of industry, policy and society. Two - OpenActive becomes integral national data infrastructure that is responsibly maintained and governed. Three - Reduce inequalities to entry in the sport and physical activity sector to improve the population’s health and wellbeing. Including those historically under-serviced in the sector. Column Five - Impact. One - The sport and physical activity sector is embedded in key health and wellbeing, economic, and digital and data strategy and emerging policy. Two - Reduce inactivity in the population post COVID-19 and critically increase levels of activity within disproportionately affected demographics: children and young people, older people, women and girls, people from lower socio-economic groups, disabled people, and ethnically diverse communities. — Snapshot of full logic model, for more information read; Improving impact: Our approach to monitoring, evaluation and learning

As OA evolves, the initiative wants to refine its approach to achieve greater social impact and meet the needs of a wider range of users. The aim of this framework is to create a consistent approach that any organisation in the OA community can use to more easily identify and collaborate with other organisations sharing similar interests and objectives, and deliver focused use cases that meet the needs of specific users. Using a common use case framework, including a common approach to Monitoring, Evaluation and Learning (MEL), will help to build a shared evidence base for the OA Community, creating alternative value propositions, improving the quality of the data infrastructure and demonstrating the impact of the initiative as a whole. # Definitions ## Use case community A ‘use case community’ is a new, or existing, group of people or organisations, collaborating to explore the potential of OA within a specific thematic area or sector. Communities will vary in size, ranging from small groups, or even individual organisations, focused on a very local or specific need, to large groups encompassing multiple organisations. Communities may form around a pre-defined use case, or they may form around a broader area of interest and collaborate to define specific use cases within that area. ## Use case A 'use case' is a real-world scenario in which OA’s data infrastructure could be used, for example, to: * Improve access to sport and physical activity. * Improve people’s health and wellbeing. * Reduce health inequalities. * Embed digital and data to support wider initiatives. As with use case communities, use cases will vary in size and complexity. This framework aims to provide a consistent approach to developing use cases that test and improve the OA specifications. ## Framework A ‘framework’ is a structure of principles, rules and systems intended to support the development of an idea or project (in this context use cases) in a consistent and repeatable way. Use case communities may only need to use some parts of the framework to deliver their use case(s). All use case communities are asked to use our [MEL tools](/appendix-three-mel-framework/overview). ## OA governance OA governance refers to the three branches of governance: * [The Steering Committee](https://www.openactive.io/steering-committee/) * [The Adoption and Engagement Forum](https://www.openactive.io/get-involved/) * [The W3C Community Group](https://w3c.openactive.io/) These groups consist of members of the OA community, and also include the stewards for OA (currently the ODI). ## OA community The open [OA community](https://www.openactive.io/about/our-members/) is made up of organisations from across the sport and physical activity sector, and beyond, which contribute to the initiative through publishing data, using data or growing OA through advocacy and partnership working. # Development of the framework This framework is based around several design principles: * **Scalable** from small, simple use cases to large, complex use cases. * **Useable** by a wide range of organisations without being burdensome.The aim is for the framework to provide guidance, rather than rigid rules to follow. * **Adaptable** to the different needs of use case communities. Its development was informed by several different sources, including: * [Previous work on use cases in OA](https://docs.google.com/presentation/d/18YGxFnBfwc7E6ms-wSTUwPPQujZp2cpx3WxV6FrmUXY/) * [Sport England’s ‘Evaluation Framework’](https://evaluationframework.sportengland.org/) * [The ODI’s ‘Data and Public Services Toolkit’](https://theodi.org/service/tools-resources/data-and-public-services-toolkit) * [The ODI’s ‘Data Landscape Playbook’](https://open-data-institute.gitbook.io/data-landscape-playbook/) * [The Government Digital ‘Service Manual’](https://www.gov.uk/service-manual) # Who is the framework for? The Use case framework is a tool for anyone who would like to use OA specifications to solve a problem or create a new opportunity that contributes towards the initiative’s strategic outcomes. Solutions are broad and varied, and could include: data, technology, processes, standards, training or guidance. Examples of organisations that could use the framework include: * Organisations that hold data related to opportunities for people to be active. For example: activities and events, organisations, places, routes. * Innovators and start-ups with exciting ideas about ways of using and sharing data to reach more people. * Organisations in the existing OA community that are working to grow OA through the development of their own work streams or by supporting new organisations to adopt OA infrastructure and enter the community. * Policymakers. * Organisations new to the OA community that would like to explore the ways in which the OA specifications can be applied to their work. # Framework at a glance The framework is broken down into five stages, which cover the identification of use case communities through to the development and evaluation of solutions that bring use cases to life within those communities. It is scalable and can be applied to both simple and complex use cases. It is designed to be cyclical, with shared learning from use cases building an evidence library to inform the iteration of existing use cases and the development of new ones.

Cyclical diagram outlining the five stages of the use case framework. Stage One - Engage and convene. Identify and engage with existing communities, or build new use case communities that can identify, prioritise, fund and deliver use cases. Stage Two - Understand and plan. Identify and plan the delivery of viable OpenActive based use cases which address prioritised problem statements and demonstrate the potential impact of OpenActive. Stage Three - Develop. Develop and test OpenActive based solutions to the prioritised problem statements. Solutions could include data, technology, processes, standards or guidance. Stage Four - Learn and publish. Evaluate if the solution has delivered the expected impact and share learning through the publication of case studies and reports. Stage Five - Implement. Implement viable OpenActive based solutions. — Cyclical diagram of the use case framework

Use case communities can follow the whole cycle step-by-step, or pick out individual tools or activities as needed. As part of the initiative’s commitment to [open working](https://www.sportengland.org/unlocking-digital-innovation-power-open-working), use case communities are encouraged to adopt open working practices, with the following OA channels available for use: * [Slack](https://openactive.slack.com/) - for open communication * [Google Drive](https://drive.google.com/drive/folders/15EOMYf47kCJ7JPSKbCISkWr6RJUjM_PR) - for open sharing of resources and documentation * [YouTube](https://www.youtube.com/@openactive) - for meeting recordings The remainder of this document will set out each stage of the framework, describe the objective of the stage, suggest processes and activities a use case community can use and provide links to supporting tools and templates.


Engage and convene	Identify and engage with existing communities, or build new use case communities, that can identify, prioritise, fund, and deliver use cases.	/pages/7av3ZM5zv2cp0mxJG1E2	/files/sgKzPPPwGvt2WbAe261b
Understand and plan	Identify and plan the delivery of viable OpenActive based use cases which address prioritised problem statements and demonstrate the potential impact of OpenActive.	/pages/03uUBzDU6vSKWzR4qcdE	/files/uKZztq3eoh47i9YgxM7U
Develop	Develop and test OpenActive based solutions to the prioritised problem statements. Solutions could include: data, technology, processes, standards or guidance.	/pages/IH5QskondtsYJHvPy0q2	/files/XwlpltNP4kplbTk4Ds1u
Learn and publish	Evaluate if the solution has delivered the expected impact and share learning through the publication of case studies and reports.	/pages/6628zPNCcDdcrqVqoYt0	/files/MjPMBAdtwgn9V40Gk6U8
Implement	Implement viable OpenActive based solutions.	/pages/UrXaN0iVTGqxum8H76z8	/files/gB1GT68DyWXGVhFXdT8C

# Stage outline ## Objective Identify and engage with existing communities, or build new use case communities, that can identify, prioritise, fund and deliver use cases. The main output from this stage is an established use case community. ## Process

Process map outlining the process for the engage and convene stage of the framework. The first row starts with three inputs, a policy and evidence library, OpenActive community input, and the prioritisation decision-making matrix. Moving from left to right, these inform an activity to identify potential use case communities. This leads to an output of a qualified list of potential use case communities. From there the process map moves to the second row, with a further three inputs - a protocol to engage use case communities, a mechanism for self-registration and a governance and accountability structure. This informs the second activity of the stage, convening use case communities. With the second output being established use case communities. — Engage and convene process map

# Activities ## One - Identify potential use case communities OA governance will maintain an openly published list of existing and potential new use case communities, which will be informed by: 1. [Policy and evidence library](https://www.openactive.io/about/openactive-for-social-impact/) - OA governance will maintain a library of policy analysis of different sectors, and MEL evidence built up from existing use case communities. 2. OA community input - the OA community can propose potential use case communities through the [Use case community suggestion form](https://docs.google.com/forms/d/e/1FAIpQLScoLeVdbGI27POhfeoGlpZJCc4TgNyDgoG8poAABGYxuZRWXA/viewform?usp=sf_link). Potential use case communities will be presented to the AEF which will allow: * other members of the OA community to [register interest where possible](https://forms.gle/TcS6S754UrZhvWVy7). * OA governance to prioritise resources and support using a [standardised decision-making matrix](https://docs.google.com/document/d/1V2qJ0iJ1V7EbFNDR-tmnspcIvjiV4OTRg6NHEQ0kOC0/edit#heading=h.qs16u4fill7m). ## Two - convene use case communities Once a viable use case community has been identified, the following steps will be taken to catalyse it: For new communities: 1. Identify stakeholders 2. Engage with these stakeholders and provide a means for them to register their interest 3. Hold a kick-off meeting 4. Agree the governance and accountability structure Where a community already exists: 1. Engage with the community to establish their existing model 2. Identify any stakeholder gaps and, where required, invite targeted stakeholders to join the community and/or provide a means for additional stakeholders to register interest in the community 3. Hold a scoping meeting to establish points of contact and ways of working ## Make-up of use case communities Use case communities can be made up from: * Organisations both within the OA community and/or outside the OA community. Involving organisations from outside the current OA community enables the OA community to grow, which should help it become more sustainable * Organisations with fixed/closed membership, or with open membership * Organisations in overlap with members of the AEF, W3C or SC or independently ## Responsibilities

Responsibility chart for the engage and convene stage of the framework. It outlines the activities in the stage, and which of three groups are responsible for them, OA governance, OA community or Use Case Communities. In the first activity, identify potential use case communities, policy research is the responsibility of OA governance, and OA community input is the responsibility of both OA governance and OA community. In the second activity, convene use case communities, identify stakeholders, and engage with identified stakeholders, are the responsibility of both OA governance and OA community. And agree governance and accountability structure is the responsibility of use case communities. — Engage and convene responsibility chart

# Supporting tools * [Policy research library](https://www.openactive.io/about/openactive-for-social-impact/) * [Use case community suggestion form](https://docs.google.com/forms/d/e/1FAIpQLScoLeVdbGI27POhfeoGlpZJCc4TgNyDgoG8poAABGYxuZRWXA/viewform?usp=sf_link) * [Engagement protocol](/appendix-one-engagement-protocol/prioritisation-matrix) * [Use case community expression of interest form](https://forms.gle/TcS6S754UrZhvWVy7) * [Governance and accountability structure guidance](/appendix-two-governance-and-accountability-structure-guidance/governance-and-accountability-structures) # Stage outline ## Objective Identify and plan the delivery of viable OA-based use cases that address prioritised problem statements and demonstrate the potential impact of OA. The main output from this stage is defined use cases and a road map for the development of pilot projects to test OA solutions for them. Use case communities may use the [Use case workbook](https://docs.google.com/presentation/d/14_UsKGtBUKPGqiycFEhDF_UUqOTiEvg58o0-l68TLqk/) as a tool to complete as they progress through this stage. ## Process

Process map outlining the process for the understand and plan stage of the framework. The first row starts with three inputs, use case templates, user research, and the use case decision-making matrix. Moving from left to right, these inform an activity to identify and prioritise use cases. This leads to an output of a qualified list of potential use cases. From there the process map moves to the second row, with a further three inputs - MEL framework, funding resources and a data requirements framework. This informs the second activity of the stage, planning delivery of OA solutions to use cases. With the second output being a development road map. — Understand and plan process map

# Activities ## One - Identify and prioritise use cases Use case communities should work collaboratively to define use cases by: 1. Conducting [user research](https://www.gov.uk/service-manual/user-research/how-user-research-improves-service-design) to help understand the problem more deeply, identifying qualitative and quantitative insights which evidence the need for the use case. This may use existing insights and reports or explore needs through direct engagement between individuals and organisations representing the use case community, and the users they are designing for. 2. Completing [use case templates](https://docs.google.com/presentation/d/14_UsKGtBUKPGqiycFEhDF_UUqOTiEvg58o0-l68TLqk/) that identify the gap between the current (problem) state and desired (goal) state. * Who are the users that the use case impacts? * What is the nature of the problem? * Why is it important to address? * What impact will addressing the problem have? 3. Use case communities can prioritise use cases using the [decision-making matrix](/appendix-five-use-case-template/use-case-prioritisation-decision-making-matrix), if required, due to the number of use cases identified. The matrix provides a means to prioritise use cases against [OA’s strategic objectives](/). ## Two - Plan delivery of OA solutions to the defined use cases Once the viability of a use case has been agreed, a plan can be created to outline the roadmap for its development and implementation through the following steps: 1. Define [MEL criteria](/appendix-three-mel-framework/overview) * Define SMART objectives * Define SMART KPIs 2. Define the [data requirements](/appendix-four-data-requirements-framework/data-requirements-framework) needed to deliver your SMART objectives 3. Identify what a [minimum viable product](https://en.wikipedia.org/wiki/Minimum_viable_product) (MVP) looks like 4. Identify the initial pilot publishers and/or users of the data 5. Outline the [funding model](/appendix-six-funding-model-guidance/funding-model-guidance) for the use case 6. Create a timeline for mobilising the use case ## Responsibilities

Responsibility chart for the understand and plan stage of the framework. It outlines the activities in the stage, and which of three groups are responsible for them, OA governance, OA community or Use Case Communities. In this stage, all activities are the responsibility of use case communities, with OA governance and OA community supporting. The first activity is identifying and prioritising use cases. This activity has two parts. One - defining use cases, and two - prioritising use cases. The second activity is planning delivery of use cases. This activity has three parts. One - sourcing funding for use cases, two - defining MEL criteria and data requirements, three - creating a development road map. — Understand and plan responsibility chart

# Supporting tools * [Use case workbook](https://docs.google.com/presentation/d/14_UsKGtBUKPGqiycFEhDF_UUqOTiEvg58o0-l68TLqk/) * [Use Case Template](/appendix-five-use-case-template/problem-statement-template) * [MEL framework](/appendix-three-mel-framework/overview) * [Funding model guidance](/appendix-six-funding-model-guidance/funding-model-guidance) * [Data requirements framework](/appendix-four-data-requirements-framework/data-requirements-framework) * [Government Design Principles](https://www.gov.uk/guidance/government-design-principles) # Stage outline ## Objective Develop and test OA-based solutions to the prioritised use cases. (Solutions could include: data, technology, processes, standards or guidance). ## Process

Process map outlining the process for the develop stage of the framework. There is one row which starts with two inputs, principles for OA infrastructure adoption, and outputs from the understand and plan stage. Moving from left to right, these inform an activity to develop and test OA solutions to use cases. This leads to an output of tested solutions. — Develop process map

# Activities #### Develop and test OA solutions to use cases Pilot publishers and users will develop and test the defined MVP using [agile approaches](https://www.gov.uk/service-manual/agile-delivery) to quickly test the viability of proposals with users at the centre. During development, the progress and success of the use case solution will be monitored against the SMART objectives and SMART KPIs defined in the [Understand and plan](/understand-and-plan/stage-outline) stage. ## Responsibilities

Responsibility chart for the develop stage of the framework. It outlines the activity in the stage, and which of three groups is responsible for it, OA governance, OA community or Use Case Communities. In this stage, the activity of developing and testing OA solutions to use cases is the responsibility of use case communities, with OA governance and OA community supporting. — Develop responsibility chart

Process map outlining the process for the learn and publish stage of the framework. The first row starts with two inputs, KPIs and milestone reporting. Moving from left to right, these inform an activity to evaluate MEL against defined objectives. This leads to an output of learning and insights. From there the process map moves to the second row, with a further input - MEL evaluation and learning. This informs the second activity of the stage, sharing insights with the OA community. With the second output being published case studies and reports. — Learn and publish process map

# Activities ## Evaluate MEL against defined objectives 1. Conduct an evaluation of the MEL data against the criteria and objectives outlined in the planning phase to measure the success and impact of the use case. 2. Use learnings gained to reassess any gaps that emerged in the OA infrastructure, and feed back to the W3C community group details of any gaps in the core infrastructure and/or any required bespoke extensions to the core specifications. ## Share insights with the OA community Document lessons learned and evidence of impact through the creation of case studies, blog posts and reports to share with the wider OA community. ## Responsibilities

Responsibility chart for the learn and publish stage of the framework. It outlines the activities in the stage, and which of three groups are responsible for them, OA governance, OA community or Use Case Communities. In this stage, all activities are the responsibility of use case communities, with OA governance and OA community supporting. The first activity is evaluating MEL against the defined objectives. The second activity is sharing insights with the OA community. — Learn and publish responsibility chart

# Supporting tools * [MEL framework](/appendix-three-mel-framework/overview) # Stage outline ## Objective Implement viable OA-based solutions. ## Process

Process map outlining the process for the implement stage of the framework. There is one row which starts with the input of outputs from previous stages. Moving from left to right, this informs an activity to develop and iterate OA solutions to use cases. This leads to an output of live OA implementations. — Implement process map

# Activities ## Develop and iterate solutions By this stage, the use case community should have built a strong evidence base around the success and viability of their use case solutions. This evidence can be used to iterate and refine the solutions, and roll them out more widely. ## Responsibilities

# Supporting tools * [Principles for OA infrastructure adoption](https://www.openactive.io/about/digital-guiding-principles/) * [OA Specifications](https://developer.openactive.io/specifications/specifications-overview) * [The Government Digital Service Manual](https://www.gov.uk/service-manual) * [MEL framework](/appendix-three-mel-framework/overview) # Prioritisation matrix This protocol aims to outline the ways in which OA Governance will interact with use case communities. Although it should be used to ensure a consistent approach where possible, individual organisations within the OA community may choose to offer additional support from their own resources to particular use case communities that align closely with their business objectives. ## Prioritisation matrix This matrix provides a means for OA Governance to prioritise support for use case communities against OA’s strategic objectives based on their: 1. Potential scale * Local - For example town, village or district council * Regional - County council, unitary authority or major city * National - Nationwide 2. Feasibility/impact * Low - the likelihood of success is low without considerable investment of time and resources. There is little to no existing work or evidence of potential impact in the area. * Medium - reasonable likelihood of success. There is some existing work and research to demonstrate potential impact in the area. * High - likelihood of success is very high. There are multiple organisations already working and expressing interest in the area, and strong evidence to demonstrate potential impact.

9 x 9 matrix grid measuring potential scale on the vertical axis against feasibility/impact on the horizontal axis. The top row from left to right is national scale / low impact with a score of 4, national scale with medium impact for a score of 5 and national scale with high impact for a score of 6. The second row from left to right is regional scale with low impact for a score of 3, regional scale with medium impact for a score of 4 and regional scale with a high impact for a score of 5. The bottom row is local scale with low impact for a score of 2, local scale with medium impact for a score of 3 and local scale with high impact for a score of 4. — Prioritisation matrix

# Support tiers Based on the prioritisation weighting, OA governance provides three tiers of support to use case communities: ## **Tier One - Self-served** (2-3 on the prioritisation matrix) The use case community has access to tools and resources via the OA website, and support from the OA Community via Slack, the AEF, the W3C Community Group, and community drop-in sessions. ## **Tier Two - Advised** (4 on the prioritisation matrix) The use case community is able to seek advice and guidance from representatives of OA Governance, including access to networking opportunities, direction to potential funding sources, technical support, and support with the development of case studies and reports. ## **Tier Three - Enabled** (5-6 on the prioritisation matrix) An OA representative is included in the use case community, facilitating the convening of the UCC and the workshops/meetings of the UCC, as well as providing direct technical support with implementations, and developing case studies and reports on behalf of the UCC. The following diagram outlines the support offered to use case communities within each tier.

Tier one (self served) - tools and resources (via OA website) and OA community support (via Slack, W3C and AEF). Tier two (advised) - as tier one plus OA governance advisory service including networking opportunities, governance, funding, MEL, technical and case studies. Tier three (enabled) - as tier two plus OA governance facilitation including OA representative in the use case community, convening stakeholders, facilitating workshops, technical support, developing case studies and reports. — Support tiers

# Interaction process map The following process map outlines the ways in which the use case community interacts with OA governance through the different stages of the framework.

Process map outlining the ways in which a use case community will engage with the OA community during the different stages of the framework. Stage one - engage and convene. The use case community informs the AEF, the AEF helps to catalyse the use case community, the AEF informs the W3C and Steering Committee. When the use case community is proposed by the OA community or identified by OA governance it is invited to present at the AEF. The use case community is then listed on the OA website. An open use case community provides an opportunity for the OA community to register the interest before it is convened, whereas a closed use case community goes straight to convening. Stages two to five - understand and plan, develop, learn and publish, and implement. The use case community informs the AEF and W3C, the AEF and W3C support the use case community as required, and the AEF and W3C inform the steering committee. Regular updates are provided by the use case community to the AEF and / or the W3C. Open working is encouraged via Slack, Google Drive and YouTube. Summary reports of KPIs, process evaluations and case studies are developed and published on the OA website. Where relevant, use case community implementations are integrated into OA infrastructure. — Interaction process map

# Governance and accountability structures When agreeing the structure of your use case community, it may be helpful to think about the following: * **Group structure** - Required roles and/or which contributions will come from within the use case community and which will come from external contributors. * **Resourcing** - Where do you need to invest time/money? * **Leadership structure** - How does oversight and accountability work in your use case community? How does this help you to deliver? This may depend on your agreed [funding model](/appendix-six-funding-model-guidance/funding-model-guidance). * **Infrastructure** - Are there any particular policies and procedures that you have in place that support you to deliver better work? You may wish to create a [Terms of Reference](https://en.wikipedia.org/wiki/Terms_of_reference) (ToR) or [Memorandum of Understanding](https://en.wikipedia.org/wiki/Memorandum_of_understanding) (MoU) for the use case community. ## Resources * [Chartered Governance Institute UK and Ireland](https://www.cgi.org.uk/knowledge/resources) # Overview This is a guidance document to help use case communities measure their work against the OA strategic outcomes. The benefit of this is to aggregate impact more simply, widely, confidently and consistently. With the MEL framework below, we are implementing a consistent approach to demonstrating impact across OA. As part of the initiative’s commitment to [open working](https://www.sportengland.org/unlocking-digital-innovation-power-open-working), use case communities are encouraged to publish the provided template openly, and provide regular updates on progress via the [Adoption and Engagement Forum](https://www.openactive.io/get-involved/) at each of the agreed monitoring milestones (Step 3) and on completion of the project (Step 4).

Use case MEL steps: One - define SMART objectives. Two - define measurable KPIs. Three - measure use case delivery. Four - share learning. These steps are designed against the OA outcomes: One - The sport and physical activity sector is serviced by a truly independent initiative capable of meeting the needs of industry, policy and society. Two - OpenActive becomes integral national data infrastructure that is responsibly maintained and governed. Three - Reduce inequalities to entry in the sport and physical activity sector to improve the population’s health and wellbeing, including those historically under-serviced in the sector. — MEL framework

# Step by step guide ## Step 1: Define SMART Objectives against the OA outcomes your use case supports Create Specific, Measurable, Attainable, Relevant, and Time-Bound (SMART) objectives for your use case that support the three OA strategic outcomes of being an independent initiative, becoming integral national data infrastructure, and reducing inequalities in the sport and physical activity sector. This step should be completed during '[Understand and plan](/understand-and-plan/stage-outline)’. ## Step 2: Define measurable KPIs for each objective Key Performance Indicators (KPIs) will be used to measure whether the objectives you set have been achieved or are on track. Some examples could include: * increased levels of activity within disproportionately affected demographics * commitment to inclusive governance * new metrics demonstrating ambition to reach under-represented groups * increase opening up access to opportunities data * participatory case studies * increased level of engagement with a diverse range of groups across sectors This step should be completed during '[Understand and plan](/understand-and-plan/stage-outline)’. ## Step 3: Measure use case delivery By measurement, we mean that the KPIs will be assessed continually over the life-cycle of a pilot, with pre-agreed milestones. Monitoring is the systematic measurement of the use case pilot's progress. It often entails the use of KPIs and other measurement activities. The information collected here will generate a useful evidence base to be reviewed regularly, to demonstrate each use case’s contribution to OA's outcomes. This step should be completed during ‘[Develop](/develop/stage-outline)’. One suggested way to monitor performance is to use a ‘RAG’ rating (red, amber, green).

Percentage	RAG monitoring	Meaning
0-40%	Blocked or not relevant	We failed to make progress and/or the KPIs are not relevant to us any more.
40-70%	In progress	We made progress, but fell short of completion.
70-100%	Accomplished	We delivered.

## Step 4: Share learning The key to learning is the application of insights to improve use case work. Learning involves making improvements, either during the use case rollout or for the next time you do similar work. Tools to support learning and reflection include summary reports of KPIs, process evaluations and case studies. This step should be completed during ‘[Learn and publish](/learn-and-publish/stage-outline)’. The intention is to collate the shared learning from use case communities to build an evidence base demonstrating the impact of OA. This will help to improve and grow the initiative. With these efforts, we hope to increase the levels of activity within disproportionately affected demographics, including: * children and young people * older people * women and girls * people from lower socioeconomic backgrounds * disabled people * ethnically diverse communities ## Further reading * [Improving impact: Our approach to monitoring, evaluation and learning](https://openactiveio.medium.com/improving-impact-our-approach-to-monitoring-evaluation-and-learning-c805f5ba4341) * [Sport England Evaluation Framework](https://evaluationframework.sportengland.org/) # Data requirements framework This is a guidance document to help use case communities define the data required to achieve their SMART objectives, as defined through the [MEL framework](/appendix-three-mel-framework/overview). ## Step 1: Data analysis The first stage in defining your data requirements is to understand what data you have, and what data you need, to meet the objectives you have defined. This will enable you to undertake a gap analysis to identify the gaps or missing information required to fulfil your goals. Gaps that may be identified include: * Data doesn’t exist (data would need to be created or collected) * Data isn’t shared (data exists, but is siloed) * Some data is shared, but not to the desired degree (quality, granularity, timeliness, etc.) * Data is shared, but is not as useful as desired Activities you may wish to undertake include: * [Creating a data ecosystem map](https://open-data-institute.gitbook.io/data-landscape-playbook/play-two-map-the-data-ecosystem/create-an-ecosystem-map) * [Creating a data inventory](https://open-data-institute.gitbook.io/data-landscape-playbook/play-four-describe-the-data-infrastructure/make-a-data-inventory) You may find it helpful to use the [data model diagram](https://openactive.io/modelling-opportunity-data/#data-model-diagram) found within the OA Modelling Opportunity Data Specification, and any user research collected during the process of [identifying and prioritising use cases](/understand-and-plan/activities). ## Step 2: Planning and prioritisation The second stage in defining your data requirements is to plan and prioritise. This stage should involve creating an outline of the steps needed to bridge the gaps identified during your data analysis. Potential solutions could include: 1. Creating new, or improving existing, datasets. Consider: * Data sources and collection methods - evaluate the feasibility, costs and time restraints associated with each data source * Data quality and critical data elements (CDEs) - refer to the [OpenActive Data Quality Reporting Framework](https://docs.google.com/document/d/1poXKHnTFDD7_ooFLC6uih1aLI0PDK12wk5dWud_cE2Q/) and [Government Data Quality Hub’s guidance](https://www.gov.uk/government/publications/the-government-data-quality-framework/the-government-data-quality-framework-guidance) 2. Developing new, or adapting existing, technology. A ‘data technology’ is best described as any tool – hardware or software – that enables us to collect, access, use or share data more easily and effectively. [ODI - Data Landscape Playbook - Build or improve technologies](https://open-data-institute.gitbook.io/data-landscape-playbook/play-one-define-the-problem/choose-your-data-infrastructure/build-or-improve-technologies). Consider: * [Publishing data](https://www.openactive.io/how-to-do-it/how-to-open-your-data/) * Is the data already being published through either a bespoke or third party system? * Does a bespoke system need to be developed, or will you use an existing third-party system? * [Using data](https://www.openactive.io/use-activity-data/) * Where will the data be used? * Does a bespoke system need to be developed, or will you use an existing third party system? 3. Refining the existing OA specifications, or creating new bespoke extensions to the existing specifications - [OpenActive W3C Community Group](https://w3c.openactive.io/) 4. Improving data skills and literacies - [ODI - Data Landscape Playbook - Assess data skills and literacies](https://open-data-institute.gitbook.io/data-landscape-playbook/play-four-describe-the-data-infrastructure/data-skills-framework) # Problem statement template A simple way to begin to define specific use cases is to create [problem statements](https://en.wikipedia.org/wiki/Problem_statement). These are short descriptions of an issue that identify the gap between the current state and the desired or goal state. They should be clear and easy to understand, and based on any evidence you have collected through user research. | Who has the problem | What is the problem | When and where does the problem occur | Why is it important to solve | | ------------------- | ------------------- | ------------------------------------- | ---------------------------- | | | | | | | | | | | | | | | | # Use case prioritisation decision-making matrix This matrix provides a means for use case communities to prioritise support for use cases based on their: 1. Potential impact/value (against the [OA strategic objectives](/)) * Low * Medium * High 2. Urgency (with which the use case must be delivered against, for example due to funding or contractual requirements or for an event with a specific date) * Long-term * Medium-term * Immediate

9 x 9 matrix grid measuring potential impact on the vertical axis against urgency on the horizontal axis. The top row from left to right is high impact and long-term urgency with a score of 4, high impact and medium-term urgency with a score of 5 and high impact and immediate urgency for a score of 6. The second row from left to right is medium impact and long-term urgency for a score of 3, medium impact and medium-term urgency for a score of 4 and medium impact with immediate urgency for a score of 5. The bottom row is low impact and long-term urgency for a score of 2, low impact and medium-term urgency for a score of 3 and low impact and immediate urgency for a score of 4. — Use case prioritisation decision-making matrix

# Funding model guidance Use case communities are responsible for funding the delivery of use cases. This guidance outlines the different funding approaches that use case communities could take. A range of funding (and delivery) models could be used: 1. A use case community member funds and delivers the use case solution on behalf of the community. 2. Use case community members collaborate and deliver solutions with their own resources. 3. Community members co-fund an external delivery. 4. The community collaborates to identify external funding pathways. In models 3 and 4, OA Governance could administer funding applications and contracting on behalf of use case communities. ## Further reading * [Sport England - funding explained](https://www.sportengland.org/funds-and-campaigns/our-funds#fundingexplained-10253) * [Sport England - ways to generate funding](https://www.sportengland.org/funds-and-campaigns/our-funds/other-ways-generate-funding?section=overview)