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+# Guidelines and How to....
+It is tempting to say that every situation is so different that general
+guidelines on participation are misleading - but that isn't much comfort
+to anyone trying to work out how to start.
+So here are [ten guidelines](howto#guide) intended to get you
+thinking, rather than provide firm rules. Cross references are provided
+to other *main sections* and *items* in the A-Z, and further guidelines
+on the main tasks are given later. This section - as others - is written
+for someone managing a participation process. Below the guidelines are
+some suggestions covering how to:
+-   [...clarify why you want to involve others](howto#clarify)
+-   [...understand your role](howto#under)
+-   [...decide where you stand](howto#decide)
+-   [...prepare for participation](howto#prepare)
+-   [...choose participation methods](howto#choose)
+-   [...develop support within your organisation](howto#develop)
+-   [... and develop your skills as an enabler](howto#skills)
+-   [...choose an appropriate structure](howto#struct)
+-   [...plus a summary](howto#sum)
+Guidelines
+----------------------------------
+**1** Ask yourself what you wish to achieve from the participation
+process, and what you want to help others achieve. What is the purpose?\
+ *See* [A framework for participation,](frame) *Beneficiaries,
+Purpose in the* [*A-Z*\
+](AZparticl)\
+ **2** Identify the different interests within a community that you wish
+to involve, and put yourself in their shoes.\
+\
+ *See Community, Stakeholders in the*[*A-Z*\
+](AZparticl)\
+ **3** Clarify your own role and whether you are wearing too many hats -
+for example, communicator of information, facilitator of ideas,
+controller of resources.\
+\
+ *See Accountability, Role of the Practitioner in the* [*A-Z*\
+](AZparticl)\
+ **4** Consider what balance to strike between keeping control and
+gaining other people's commitment, and what levels of participation this
+suggests for different interests.\
+\
+ *See* [Where do you stand?](stance)\
+\
+ **5** Invest as much effort in preparation as participation with
+outside interests.\
+\
+ *See Preparation in* [*It takes time*\
+](time)\
+ **6** Run internal participation processes to make sure your own
+organisation is committed and can deliver.\
+\
+ *See Preparation in* [It takes time](time)\
+\
+ **7** Be open and honest about what you are offering or seeking, and
+communicate in the language of those you are aiming to involve .\
+\
+ *See Communication, Trust in the* [*A-Z*\
+](AZparticl)\
+ **8** Make contact informally with key interests before running any
+formal meetings.\
+\
+ *See Preparation in* [It takes time](time)*, Networking in the*
+[*A-Z*\
+](AZparticl) *\
+* **9** Build on existing organisations and networks - but don't use
+them as the only channel of communication and involvement.\
+\
+ See *Networking, Voluntary sector in the* [*A-Z*\
+](AZparticl)\
+ **10** Consider the time and resources you will need.\
+\
+ *See* [It takes time\
+](time) *\
+*
+How to..
+========
+This section takes the guidelines above and issues discussed in the more
+theoretical sections and suggests how to tackle the main tasks likely to
+crop up in a participation process. It does so by looking at the key
+issues from a number of angles, providing checklists, and signposting
+you on to more detail to other sections in the guide and items in the
+A-Z section. However, it should be treated as guidance only - not a
+step-by-step manual.
+------------------------------------------------------------------------
+clarify why you want to involve others
+-------------------------------------------------------------------
+Why is it necessary to involve other people? Is it for your benefit,
+theirs, or both?\
+\
+ **1** Consider what you are trying to achieve at the end of the day,
+and why this may be best done with others. See *Benefits of
+participation, Barriers to participation, Outcomes* [*in the A-Z*\
+](AZparticl) *\
+* **2** List the key interests who will have to be involved, both within
+your organisation and without. See *Stakeholder analysis* [in the
+A-Z](AZparticl)*\
+\
+* **3** After following the steps below, try out your ideas informally
+on a few people you know.
+------------------------------------------------------------------------
+understand your role
+-----------------------------------------------
+Some of the greatest problems arise because those promoting or managing
+participation are wearing too many different hats.\
+\
+ **1** Consider the part you may be expected to play in a participation
+process:
+-   Someone who controls resources?
+-   A go-between?
+-   A representative of an interest group?
+-   Some who will initiate, plan or manage the process?
+-   Someone using participation techniques - producing newsletters,
+    holding meetings, running workshops?
+**2** If you are trying to do more than one of these, could there be
+conflicts? How will others see you? Can you split roles with someone
+else?\
+\
+ **3** See *Role of the practitioner* in the [A-Z](AZparticl) and
+earlier sections on [Where do you stand?](stance) and [It takes
+time](time) for more detailed descriptions of what is involved in
+the process.
+------------------------------------------------------------------------
+decide where you stand
+--------------------------------------------------
+One of the most important early decision is on the appropriate level of
+participation, or stance you will take.\
+\
+ **1** Clarify why you want to involve others, and your possible role -
+see early steps above.\
+\
+ **2** Read the [Framework for participation](frame) section, and
+consider what level of participation is likely to be appropriate:\
+-   Information: telling people what you are going to do.
+-   Consultation**:** offering people choices between options you have
+    developed.
+-   Deciding together: allowing others to contribute ideas and options,
+    and deciding together.
+-   Acting together: putting your choices into practice in partnership.
+-   Supporting independent community initiatives - helping others carry
+    out their own plans.
+**3** Review who the key interests are, and what level of participation
+will be appropriate for each. See *Stakeholders* [*in the A-Z*\
+](AZparticl)
+------------------------------------------------------------------------
+prepare for participation
+------------------------------------------------------
+Experienced trainers and facilitators reckon that 80 per cent of the
+potential for success lies in preparing well before engaging with
+individuals and groups.\
+\
+ **1** See the Preparation section in [*It Takes time*.](time) Work
+through the internal agenda within your group or organisation. For
+example:
+-   Are your colleagues agreed on what they wish to achieve, and the
+    level of participation?
+-   Have you flushed out any hidden agendas?
+-   Will the organisation be able to deliver on any promises?
+**2** Make contact informally with key interests.
+-   Review the levels of participation different interests may seek.
+-   Consider the possible obstacles which may occur, and the support you
+    will need.
+**3** Begin to develop a strategy which covers:
+-   The main deadlines
+-   Resources needed
+-   Technical support available
+See the [Signposts from theory to practice](theory) section,
+*Budgets for participation, Timeline*[*in the A-Z*\
+](AZparticl)
+------------------------------------------------------------------------
+choose participation methods
+--------------------------------------------------------
+The [Easy answers](easy) section outlines what can occur if you
+don't think through carefully what methods to use.\
+\
+ **1** See the [Signposts](theory) section for a theoretical
+discussion, and pointers to topics and methods featured [*in the A-Z*\
+](AZparticl)\
+ **2** In choosing a method consider:
+-   Is it appropriate for the level of participation? For example,
+    powerful techniques like Planning for Real which give everyone a say
+    are not appropriate for consultation processes where you are really
+    only offering people limited choices.
+-   Do you have the necessary skills and resources? A slide show may be
+    more effective than a video.
+-   Can you follow through? There is no point doing a survey unless you
+    can handle the responses and use the information.
+-   Do you need help? An experienced trainer or facilitator may be
+    necessary for some of the more complex methods.
+------------------------------------------------------------------------
+develop support within your organisation
+---------------------------------------------------------------------
+Many participation processes fail because the organisations promoting
+the process cannot deliver when others respond.\
+\
+ **1** See the section [It takes time.](time) After reviewing the
+issues there and above (in ...prepare for participation):\
+\
+ **2** Use internally some of the techniques you plan to use externally:
+-   Produce communication materials in draft.
+-   Run workshop sessions.
+-   Encourage others within the organisation to take ownership of the
+    proposals, options or ideas and work them through informally with
+    other interests. That is the best way to gain internal commitment or
+    discover what problems may arise later.
+See *Commitment planning, Ownership* [*in the A-Z*\
+](AZparticl)
+------------------------------------------------------------------------
+and develop your skills as an enabler
+------------------------------------------------------------------
+Although many of the techniques suggested in this guide are relatively
+simple, it takes some degree of confidence to run a workshop with
+community interests for the first time or perhaps argue through with
+colleagues the need for a long-term participation process. Here are a
+few suggestions on how to develop your confidence and capability:
+-   Contact anyone within your organisation, or locally, with
+    facilitation, training or general community development experience
+    and talk through your plans.
+-   Contact one of the organisations listed in this guide who offer
+    training and support
+-   Find a low-risk opportunity to try running a workshop using some of
+    the simpler techniques.
+-   Or even better run a workshop jointly with an experienced
+    practitioner - perhaps contacted through one of the organisations
+    listed.
+------------------------------------------------------------------------
+choose an appropriate structure
+-----------------------------------------------------------
+Participation is not necessarily achieved just by setting up a forum,
+working group, committee, steering group or other structure. On the
+other hand, if you are planning or managing a participation process you
+will need some point of accountability, and the key interests may need
+to work together formally as well as creatively. In planning the
+process:\
+\
+ **1** Clarify to whom you are accountable at the outset.\
+\
+ **2** If you are working at the \`acting together' level of
+participation help key interests form a working group or steering group
+when appropriate.\
+\
+ **3** Review your role and accountability with that new group.\
+\
+ See items on the structures mentioned, and *Accountability, Structures
+for participation*, *Terms of reference* [*in the A-Z*\
+](AZparticl)
+------------------------------------------------------------------------
+Summary
+-------
+Participation processes do not run on rails, and they cannot be set out
+as a linear step-by-step process. Each of the items above may be seen as
+a problem which has to be tackled, but not necessarily solved at one go.
+Plan, act, review - or as they say in the States \`do it, fix it, try
+it'.\
+\
+ Bearing that in mind here is a summary of the main tasks.\
+\
+ **The main tasks in summary\
+\
+** Clarify why the participation process is being started, who has the
+final say, and what your brief is.\
+\
+ See *Accountability, Aims and objectives, Mission.* [*in the A-Z*\
+](AZparticl) *\
+* **2** Identify key community interests, including voluntary and
+community organisations.\
+\
+ See *Community profiling, Networking, Stakeholder analysis.* [*in the
+A-Z*\
+](AZparticl) *\
+* **3** Consider the level of participation appropriate, make informal
+contacts to identify local concerns, and whether your stance - the level
+you are adopting - is likely to be acceptable.\
+\
+ See *Level of participation, Networking.* [*in the A-Z*\
+](AZparticl) *\
+* **4** Run a workshop session(s) within your organisation to ensure key
+people are clear about the purpose of the participation process, the
+roles and responsibilities, and the answers to basic questions which
+will be asked when you go public.\
+\
+ See *Barriers to participation, Workshops* [*in the A-Z*\
+](AZparticl) *\
+* **5** Consider the stance (Inform, Consult etc.) you are taking in
+more detail, and in the light of that decide on what methods you will
+use.\
+\
+ See *Levels of participation* [*in the A-Z*\
+](AZparticl) *\
+* **6** Review whether your organisation will be able to respond to the
+feedback, and follow through on any decisions reached.\
+ ***\
+* 7** Review your timescale, and prepare an action plan based on the
+level of participation. See *Action planning* [in the
+A-Z](AZparticl)
+### Final sections are [the A-Z](AZparticl) and [Resources](resource)

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