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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\ | ||
+ | \ | ||
+ | 1** 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) | ||