Participatory Approaches to Planning Community Interventions ‘http://ct.ku.edu/en/tablecontents/sub_section_main_1143.aspx Loto . el opal The Community Tool Box COMMUNTTY our Mission Seareh ine Cre Fo O LB OX Ponota conmunty heath and development by cnectng pope, eas and resnzces 2 “Table of Contents| De the Work | Solve Problem | Use Promising Approaches | Connect with Others Services Workstation Signin am Table of Contents > Chapter 18. Deciding Where to Start > Section 2. Participatory Approaches to Planning Community In... > Participatory Approaches to Planning Community Interventions Contributed by Phil Rabinowitz Edited by Bil Berkowitz What is a participatory approach to planning? ‘What are the advantages of a participatory planning approach? What are the disadvantages of a participatory planning approach? ‘What are the levels of participatory planning? When is participatory planning appropriate, and when isn't it? ‘Who should be involved in a participatory planning process? What do you have to do to get a participatory planning process up and running? Everyone who's ever worked in health or human gervices knows a leat one horror story about an intervention that eter went wrong or never worked for a minute, Often, when the story is told it becomes clea that the wel-ntentioned professionals in charge had totally misunderstood of ignered some fundamental fact about the community or the target population. Since they ‘assumed they knew what was needed, they planned the whole thing themselves...and failed miserably. For every haror story, however, there's a story about an intervention where everything went right. In many ofthese cases, youl find thatthe target population - and often the larger community as well - was included in the planning ofthe intrvention from the beginning \When an organization decides to take on a community intervention - whether a full -ledged service program or a one-time ‘campaign to accomplish one specific goal i can often increase ils chance of success by using a participatory planning process. In this section, wel explore what a participatory planning process i, wy is valuable, is potential advantages and isadvantages, and how to use ita plan an effective intervention - one where everything goes right ‘What is a participatory approach to planning? {nits simplest terms, a participatory approach is one in which everyone who has a stak in the intervention has a voice, ether in person or by representation, Staff f the organzaton tha wll if, members of te target population, community oficial, interested etizens, and people from involved agencies, schools, and other institutions all should be invited t the table, Everyone's Paricipation should be weleomed and respected, and the process shouldnt be dominated by any individual or group, oF by & single point of view. ‘Thats the ideal. The realty may often be quite diferent. Some people might not want to be involved - they may feet it takes too ‘much time, or they don't have the skis needed. Particular individuals or groups may fel let out and disrespected if they're not Invited to participate. The planning process may be a rubber stamp for ideas that have already been developed. Some people's ‘opinions may be listened to more carefully than thase of others. In some of these situations, a participatory process can cause as ‘many problems as never involving people at al ‘The important thing to remember here is the Word participatory. The use ofthat term implies not just that youll ask for someone's ‘pinion before you do what you were going to do anyway, but rather that each participant becomes an important contributor tothe planning process. ‘Atrus participatory approach is one in which everyone's perspective is considered. That dossrit mean that people can't challenge ‘othors" assumptions, ar argue about what the best strategy might be. It does mean, however, that everyone's thoughts are respected, and iisrt necessarily assumed thatthe professionais or the well-educated automaticaly know whats best. Everyone actually gets to participate in the panning process, and has some role in decision-making, 9/25/2013 4:25 PMParticipatory Approaches to Planning dof 9 Community Interventions: hutp://cth,ku,edu/en/tablecontents/sub_section_main_1143,aspx ‘This s an extremely important point, Many low-income or minority individuals and groups foe that, they have no voice inthe society, that they are not listened to even when they are asked for their opinions. Tre partcipation means that everyone has a voice which must be acknowiedged, ‘Acknowledgment also implies having enough respect for anothers opinion to argue with it All too often, low-income or minorty members of a planning team or governing board are treated wit reverse condescension, as if anything they say must be rue and profound. A tuly parlcipalory process would include not only everyone being heard, but also everyone thrashing out ideas and goals, and wresting with new concepts. In order for this to happen, those with less education and "status" often need extra suppor, both tolearn the process and to believe that ther opinions and ideas are important and wort stating, All ofthis takes time, bu ne rewards are great What are the advantages of a participatory planning approach? 4. Participation carries with it feelings of ownership, and builds a strong base for the intervention in the community. IF people ae integral to the planning ofa community intervention, then that intervention will be thor. They have a stake int not only 8s its benetciares or staff or sponsors, but as its orginators, They'll do what they canto see ther work succeed 2. Ihensures that the intervention will have more credibility in all segments of the community bacause it was planned by a ‘group representing all segments ofthe community f people know that others with he same point of view and experience as theirs ‘wore instrumental in making the intervention happen, theyll assume that ther interests were attended to, 3. Bringing a broader range of people to the planning process provides access to a broader range of perspectives and Ideas, 4. participatory planning approach avolds pitfalls caused by Ignorance of the realities of the community or the target population. If, fer nstance, Muslims are part of the planning process for an intervention in a caramunity which includes many followers of Islam, they know that lunch meetings during Ramadan, the Islamic month of daytime fasting, are not likely to work Long-time community members will know what has falld in the past, and why, and can keep the group from repeating past mistakes. In an example from business: Magic Johnson, the Hal+-of Fame basketball player, owns a string of movie theaters in Afican-American neighborhoods. In taking to theater managers, he found that drinks - the standard Coke'Spritiroot beer - werent seling at the concession stands. Johnson immediately ordered that sweeter drinks - orange soda, frult punch - be added, and Concession sales shot up. He knew, from his own experience, that sweeter chinks reminded patrons of te Kool-Aid they had drunk as Kids. 5. involves important players from the outset. Ithe intervention needs the support ofa particular individual, or that of a particular agency or group, and they've been part of the planning from the beginning, their cooperation is assured, 6. t ean provide an opportunity for often-disenfranchised groups to be heard, and teach the community that they have Important things to say 7. ttteaches skills which last far beyond the planning process,and can help to improve the community over the long term. People learn to run meetings, to analyze data, to construct strategie plans - In short, to become community resources and leaders. 8. can bring together and establish ties among community members who might normally have no contact. Such relationships - between low-income people and ousiness leaders, for instance - are not only supportive ofthe intervention, but ‘may help to create long-term relationships and break down bariers in the community 9. A participatory planning process bullds trust, both between your organization and the community and among the individuals involved. This ust can serve as a foundation for future community development and community action. 10. A participatory planning process generally reflects the mission and goals of grass roots and community-based ‘organizations. With its underpinnings of collaboration, inclusiveness, and empowerment, a participatory approach embodies the deals tht form the foundations of most grass roots and community-based organizations. 11. itimplies respect for everyone in the community, and thus sets a standard for community participation and empowerment that other organizations ~ and the community at large - may feel compelled to folow. 12, Logically, a participatory planning approach should be effective. The fact that itincludes the views and perspectives of ‘everyone affected by the intervention should work fo assure that all assets and needs are identified and addressed, and that Unintended consequences are minimized 13. Finally, it does things the way they should be done. I respects everyone's intelligence, values everyone's ideas and 9/25/2013 4:25 PMParticipatory Approaches to Planning 30f9 Community Interventions: hutp://cth,ku,edu/en/tablecontents/sub_section_main_1143,aspx ‘experiance, and affords everyone a measure of contra. By empowering the community, and particularly the target population, rather than just superimposing its own ideas on a social structure that already exists, your organization can give substance to is deals. Inthe final analysis, some level of participatory approach is almost always the most ethical way to plan a community What are the disadvantages of a participatory planning approach? ‘Along with its advantages, a participatory planning approach brings some serious disadvantages as well. I's crucial to understand {and anticipate these, and to decide when and how a participatory planning approach can workin yur stuation. 1. A participatory process takes longer. A diverse group always takes longar to make decisions and come to conclusions than does an individual or small group. It could take so long that an opportunity is missed, or that valuable time is lost that could be spent addressing the probiem. 2. Members ofthe target population or the community may not agree with the “experts " about what is needed. This may Point out serious flaws ina proposed plan, and acknowledging and addressing those flaws may be aiffcut Disagreement may ‘also mean thatthe target population or community members simply dont have access to the knowledge or expertise to understand! why the intervention is in facta good idea, Coton, the most dificult part of participatory planning isto make sure thatthe “experts actully listen to community people and members ofthe target population and take their ideas seriously. “The goal isnt automatic acceptance of those ideas, but serious discussion of them, jst as fr the ideas of the professionals and palicy makers. I the assumption is tat ony the professionals have something to offer, it doesn't mater who's sitting atthe table - tne process isnt participatory. Itcan be difficult, even for an outstanding faciltatr, to turn this situation around 3. Lots of education may be needed, both for community members and the organization. Members ofthe target population and the community may not have important technical knowledge or experience, and may ned to understand some theory or past practice in order to see what the organization is trying to do, Some may need new skis in order to participate fully inte planaing process. The organization, on the ather hand, may need to learn more about local culture, polical issues, and community history in order to tallor the intervention tothe community and avoid past erors. Education of ether or both takes time..and time may not be available. 4. One determined individual can wreck the whole process if he's not handled well. Someone who has a particular axe to ‘grid, or who's convinced that only he knows what's right forthe community can make a participatory process very cific Handling this situation can take both tact and toughness. ‘A group of parents interested in pacing an elective sex education program inthe local high school was opposed by a man whose religious beliefs convinced him that their idea was the work of Satan. The parents invited him to join them. They hoped that, by including him, they could defuse some of his objections and end up witha compromise program that everyone could Ive with “The reality was tha this man was so determined fo undermine the process, and so unwiling to play by the rules of cility or falmess, that he was able to make itimpossible forthe group to function, Utimately it fell apart, and the curiculum that was eventually implemented - without a participatory planning process - was so watered down as to be useless. 5. t may be difficult to assure that all the right people get to the table. Some key people may simply not want to participate. Factions in the community a history of fled allempls at communication or at dealing with problems, ignorance of which groups or inividuals are important, or ust basic mistrust may complicate the task of creating a parcipatory planning process, Overcoming this barrier, however, can have profound positive consequences in the community ever the long teem. 6. participatory planning process takes patience and commitment on everyone's part. People have to maintain their commitment overtime, remain civil while discussing issues about which they may have strong feelings, and be wiling to compromise. few misplaced words, or one or a small number of ey people losing interest can upset the whole process. \While these disacvantages present potential or real challenges tothe success ofa participatory planning process, overcoming them may tremendously incase the possibilty of designing and carrying out an effective community intervention Levels of participatory planning There are a number of ways to consider participatory planning. As demonstrated in he d'scussion above of advantages ana cisadvantages, ths kind of process always presents, even al bes, a trade-off tween efficiency and inclusiveness. Time pressure, the needs of the community, the skis ang experience of those partcipating, and the nature ofthe intervention, among ‘ther factors, al help to dictate the actual shape ofthe planning process. ‘So what are the possibilties? Just how participatory do you want tobe? David Wilcox, in his excellent "Guide to Effective 9/25/2013 4:25 PMParticipatory Approaches to Planning Community Interventions hutp://cth,ku,edu/en/tablecontents/sub_section_main_1143,aspx Participation,” sets out the folowing as a madel ofthe diferent possible levels of participation: Information The least you can dos tell people what s planned. Consultation You offer & numberof options and sten tothe feedback you get Deciding together You encourage others ta provide some adeitonal ideas and options, and join in deciding the best way forward. ‘Acting together Not only 6o diferent interests decide together what i best, but they form a partnership to cary it out ‘Supporting independent community initiatives You help others do what they want- perhaps within a framework of grants, advice and support provided by the resource holder. Each ofthese levels may be appropriate in diferent circumstances, or wth diferent groups, although only at "deciding together” and above do they really begin to be fully participatory in the sense thal the term 's used inthis section ‘When is participatory planning appropriate, and when isn't it? In adeton to whatever fee's right for your ganization and circumstances, tere are some guidelines fr when itmight be appropriate to use each level of planning Information-only may be appropriate when + The course of action has already been decided - by a funder, for instance + You're simply reporting on something thats already in progress. + You're keeping people informed so that they! have the information tobe part of a participatory efor late. Consultation-only may be appropriate when: + You want to evaluate or improve existing services ‘+ There ae limited options, and you'e trying to choose among them + There are technical reasons - again, perhaps because ofa funder - why only certain people or groups can be offically Involved inthe planning process, For whatever reason, if you consult with people inthe community, you have to pay altention to what they tell you. If you're simply {ong to ignore their ideas and recommendations, you shouldn't consult at all Being asked for an opinion and then ignored is ‘much more insuting ang infuriating than never being asked inthe fst place. At the vary least, people deserve an explanation of iy their advice isn being fllowed. Deciding together may be appropriate when + Its important that everyone fe! ownership of the plan + You want fresh ideas from as many sources as possible, ‘+ You can pullin people whom the intervention wil directly affect. + There's @ commitment to provide support through the process for those who need it + There's enough time. In realty, as mentioned earlier, a planning process often is time-leited by proposal deadlines, the severity ofthe need (if teenagers are dying every day by gunfire, a violence prevention program needs to get under way quicky), the requirements of ‘other partners or funders, etc. The tick sto balance participation and time restrain, and to try to use the highest level of Pattcipation possible under the circumstances. ‘Acting together may be appropriate when: + The intervention will be more effective than ft were run by a single ent. + There is 2 funder’ requirement for community oversight + There is commitment tothe development of areal partnership, + Everyone benefits from acting together. + One goal of he intervention isthe eventual assumption of leadership or the learning of leadership sil bythe target population andlor others in the community The word "partnership" implies a relationship of equals, where everyone has an equal voice, and where power and responsibilty are equally shared. Forming such a relationship, even in circumstances where everyone truly desires it's not @ quick or easy ‘ask It takes time, commitment both fo the process and the end product (the partnership), and the willgness to air and work ‘through disagreements and philosophical diferences. If you're nat willing to give yourself othe development of areal parnershp, 40f9 9/25/2013 4:25 PMParticipatory Approaches to Planning Sof 9 Community Interventions: hutp://cth,ku,edu/en/tablecontents/sub_section_main_1143,aspx ‘acting together may be only future goal for your organization and its community ‘Supporting local initiatives may be appropriate when: + There is @ commitment to community empowerment + The community has the desire and atleast some of the tools to start ang run a successful inlerventon. + There is @ commitment to provide traning and support where needed + Your organization can anly provide suppor, or ean only run an intervention for a short ime. [As you try to determine what level of participation is right for your situation, consider this: A participatory planning process has the Potential to become a charade meant ony to convince the community that a participatory process is going on, ‘An adult educator related a conversation with his father-in-law, who worked ina factory of one of the big Detrot automakers. The ‘company had inated Total Quality Management, and ha reorganized the factory workers into teams. Each team included workers from each step inthe car manufacturing process, and was meant to be responsible fr the bulding of a whale car from start to nish, Furthermore, each team was supposed to be able to change its procedures to make them more efficent or easier, and thus to improve production through the knowedge and skl of team members. Knowing that his father-in-law was a longtime union activist and socialist, the younger man said, “That must be great. The workers actually have some contol over production * The fatner.n-law, however, quickly burst the bubble. "No, i's the same as it was before, except now they mak us sin meetings and toll them what we think before they ignore us. Nothing has changed. They're just going through the motions, sa they can tell the public they'e doing something diferent” ‘There are also some general guidelines for when a partcipatory planning process may not be appropriate at al, including 4. When there's simply no time. A grant may have tobe writen immaciately, for instance, o a situation - youth violence, perhaps - may have reached such crisis proportons hat it must be addressed immediately. In such a circumstance, t may be possible to do some participatory planning after the fac, either to adjust the intervention before i begins, oo plan its next phase. 2. When a community is so brutally divided, i's impossible to get all -or even any - ofthe rival factions to the same table, 3. When there's no way to provide proper support - facilitation, structure, etc. for the process. 4. When the target population is simply not interested in participating, and just wants the organization to take care of it ‘One goal may be to get them interested, but that may have to be par of the intervention, rather than part ofthe planning process. ‘5. When the Intervention rests on technical knowledge of a kind that the target population and community members simply don't have, 6. When involving all or most stakeholders simply isn't logistically possible, because of distance, time, or other issues. 7. When funding constraints or funders’ regulations don’t allow it. £8, When there is no trust between your organization and the community, This may be because the organization is new and Lnproven, or because of past history. In te latter circumstance, itis important to reestablish trust, but it may not be possible to do this before the intervention needs to be planned. ‘Who should be involved in a participatory planning process? ‘The ideal answer here is evaryone who i alacted by the proposed intervention, but that's seldom possibe, or even desirable, You ‘may be taking about thousands of peopl, too many for an effective planning process. In reality, there snould be strong and effective representation for everyone involved, including: 4. The “targets of change" referred to in Section 1 of this chapter, ie. the people at whom the intervention is almed or whom its intended to benefit. That could be very specifi (e.g. teen mothers, for aob training program aimed at teen parents) cor very general the community as @ whole, for a smoking prevention and cessation intative aimed at everyone in the community), There are really two groups tobe considered here, + Members of the target community, both these on whom the intervention is specifically focused, and others who share their cuture, age, language, or other characteristics + People whom the target community sees as sigifcant opinion makers. They may be members of he target population Isel, or outsiders - carey, advisors, former community members who now move in cies of power, policians, etc. - whom people inthe target community trust and rly on. 2. The “agents of change" referred to in Section 1 of this chapter, ie. the people who make or influence policy or public ‘opinion. These include actual policy makers, but also encompass people infuential in the community t large, who can help or block an intervention by thelr support or opposition Polley makers + Local elected or appointed ofcials + State or federal elected or appointed officials who have invluenee in the community or aver the issue at which the 9/25/2013 4:25 PMParticipatory Approaches to Planning 6 of 9 Community Interventions: hutp://cth,ku,edu/en/tablecontents/sub_section_main_1143,aspx intervention is aimed. If elected ofcials agree to be involved in your planning, they'l often send aes to represent them. This can be preferable tothe officials themselves atending, since the aides often have a great deal of infuence over thei bosses, and are also more likely to have the time to participate fully. Please see Chapter 33, Section 10: General Rules for Organizing for Legislative Advocacy, and ‘Chaptor 33, Section 11: Developing and Maintaining Ongoing Relationships with Legislators and Their Aids. + Local public agency heads (welfare, e.g.) who actually administer policy in the community they're involved from the beginning, they may be able to bend rules or otherwise ater their procedures to smooth the way forthe intervention, + Local university professors or researchers who are viewed as experts onthe issue in question, Influential people in the community ‘+ Members of the business community, There are a number of good reasons fo try to involve the business community: They tend tobe practical, often a helpful rat. They aso tend tobe conservative, so that they support the effort, their croibilily and, a8 a result, that of the intervention ise - may be high among other conservative elements inthe community. They are often directly affected by such issues as literacy, employee health, insurance, the envionment, ete, and so may be {Quick to see the need for an intervention, Last but nt least, they often have access to money, which may be important to sustaining the intervention over time Clergy and the faith community. In many communities, clergy wield great infuence, and many see involvement in ‘community issues as part oftheir spirtual mission. Faith-oased groups, because oftheir cohesiveness, their sense of purpose, and their moral standing, can be powerful forces in a communi. + Natural leaders, those whom others respect and isten to. ‘A community coalition had as a founding member a veteran who had been shot down as a fighter pilot in Vietnam. When he got home, the whole town watched for agonizing months as he learned, through obvious pain, ta walk and function despite erppling injuries that were supposed to confine him to a wheelchair fr Ife, He was an ordinary guy without wealth or postion, But he had Credibilty in that town. (From Chapter 9, Section 4: Developing an Ongoing Board of Dirscors) ++ The media, or thers who have a public platform. + Directors or staff of other organizations affected by the problem or issue. Many of these people may be highly respected or wal known in the community ‘A community intervention may involve a number of organizations, public agencies and services, and other groups. A community inivatve to offer veatment to substance abusers, for instance, could invave, among others © Schools © Police © Local hospitals, eines, and health maintenance organizations «© Services for youth + Mental heath centers «Private therapists © Employers © United Way 3. Interested members of the community at large. These might include parents, youth, or school personnel, for instance, for an intervention dealing with youth, Many seniors have the time, the desire, and the experience to be excellent community volunteers, People with a personal or professional intrest in the issue may alsa want to partcpate - parents whose children have had drug problems, graduate students, retired teachers or doctors. 4. Members ofthe organization itself: Administrators and line staf, volunteers, current patcipants, board members, and supporters. ‘What do you need to do to get a participatory planning process up and running? Recruit stakeholders ‘The obvious frst step toward starting @ participatory planning process is ding people to partcipate. Some ofthat relies simply on networking and ole-ashioned legwork, but there's a logical process that accompanies it as wel (Please see Chapter 7: Encouraging Involvement in Community Work) 4. Identity the stakeholders. How do you dofine stakeholders? The ist of possible participants earl in this Sacton is one place to start. Your intervention may not need all, or even many of these groups or incviduals. To determine who should patcipate, the best question fo askis "Who 9/25/2013 4:25 PMParticipatory Approaches to Planning 70f9 Community Interventions: hutp://cth,ku,edu/en/tablecontents/sub_section_main_1143,aspx willbe directly affected by this intervention?” ‘Answers here wll vary greatly, depending upon the nature ofthe intervention. the taxpayers willbe asked to pay fort directly - ‘through property taxes, for instance, as they would befor many school programs - then both community ofcials and ordinary taxpayers should have some voice init the police or other community employees are to be asked to take on extra duties or to cooperate in specific ways to make the intervention work, they shouldbe included inthe planning, ‘These should always include, al the very least, members of the organization's slaff and Board and the target population, in general also makes sense to include members of the community, especially if + The intervention reads community support or participation in order to succeed. + The intervention wil affect the community asa whole. ‘+ The community is being asked to change in some way its attitudes, behavior, assumptions, byiaws, etc. Even ifthe community is not a specific stakeholder, It may make sense to invalve community members ina planning process. Every intervention needs some level of community suppor in order to succeed. Community participation in planning wil help to assure that support, 2. Get the word out. If your process is meant tobe as inclusive as possible, then you should be using as many avenues as possible to inform the community about i press releases, newspaper stores, ers, posters, and public service announcements (PSA\s) on radio and television, as wel as communty presentations, personal contact either face-to-face or by phone), malings, «te. If your trying to inform only spectc groups in the community, start with people in those groups you already know. Theyil help to spread the word to their Fiends and acquaintances, whol pass iton further sil. They can also help you decide where to place other information so the target groups willbe likly o encounter it ‘Be sure that your message is simple and clea, ad in the languages thatthe community speaks. That means both using pain, Understandable English, and using other languages spoken by people in the community. Your message may need to be in both English and Spanish, for instance, orn a number of languages, in order to reach everyone. Be cure also that your message appears in places where it will be seen or heard by those is aimed at. Supermarkets, laundromats, cafes, minotiy-language radio and TV stations, particular agencies, elc, may be good places to post your message, Please see Preparing Press Releases, Preparing Public Service Announcements, Using Paid Advertsing, Creating Posters and Fliers, Using E-mai ists, Using Direct Mal, and Handling Problems and Crises in Communication (Chapter 6, Sections 3,7, 9, 11 17, 18 and 19) for more ideas on getting your message out Convene the planning process 1. Choose someone to convene the process. Regardless of what happens afterwards, someone needs to call people together and run a fist meeting f that person is identied witha particular group, thon that group wil probably be seen asin charge ofthe planning process. Depending upan the community, it could be important to think carefully about who should be in that postion, ‘Sometimes itis best fo find someone from outside the group - often an elected offcial or other respacted figure -to run a frst ‘meeting. This type of choice both lends credibly to the intervention, and identfes it as a community effort, rather than that of a particular organization In a situation whore a diverse core group has nated the process, it may make sense for that group to convene a fst meeting ‘The group's chair might then be the convener. In other cases - particularly where the organization wll need a large amount of ‘community support to make ft work it may make sense to present the intervention as the project of your organization. In those ‘sluatons, a Board chair or director would be the logical choice to convene the planning process. 2, Hold an initial meeting.An intial meeting might be open to a very large number of people (the whole community, oF al ofthe target populaton, for instance) orto a smaller group (one representative from each of several agencies and organizations, a fow selacted members af he target group, etc). The time, place, and tone ofthis mesting are al important in making sure that people willbe willing to participate init and inthe process that flows, Some things you can do to help make it successful + Bofore the meeting, ry fo personaly invito as many people as possible. People are much more likely to come if they know someone cares about their being there, Pian mocting times around the convenianco of those attending, rather than te convenience ofthe organization. Evenings, weekends - even holding two or more meetings at cifferent times - may make it possible for more people to participate ‘+ Hold the meeting in a place that's convenient andl comfortable for everyone involved. If the commun is divided into factions, choose a neutal place that everyone considers “safe.” If there's no such problem, choose a place tha’ relalvely {easy 10 find and reach for everyone (on a bus line, plenty of parking, equally convenient to several neighbornocds, centrally located ina rural area, ete.) Provide some food and drink. The presence of food reduces formality and makes things more comfortable, ‘+ Consider carefuly who'l run the meeting (see above). This choice may dictate how many people are wing to get involved in the process. 9/25/2013 4:25 PMParticipatory Approaches to Planning 8 of 9 Community Interventions: hutp://cth,ku,edu/en/tablecontents/sub_section_main_1143,aspx + Ifthe community is muliingual, make sure fo have translators present, or fo present everything in muliple languages, so that everyone feels included. + Plan actus so that everyone atthe mecting has a chance to be heard, ethor inthe larger group or in a small one. You ‘asked people there to participate ina planning process: they should see rom the very beginning that you were serious about that, and that their ideas wil be taken seriously. + By the end ofthe meeting, hee should be a clear next step, and everyone should know what iis. Nothing can sidetrack a Participatory planning process more quickly than generating enthusiasm and leaving it wth no place to go, (Please soe Chapter 16, Section 1: Conducting Effective Moctings, for more on how to plan and run a meeting A large mesting isnot lvays the best way fo convene a process. In some communities, or with some groups, several smaller ‘meetings, or meetings with one or two or three individuals may be the way to start. large meeting may be intimidating to particular individuals or groups: they may not altend, or they may be unwiling to speak if they do altend. As with any process, i's important to start where the participants feel comfortable, and to work from there. Maintain the planning process ‘Once the planning process has stared, ithas fo be maintained, Participants have to continue tobe interested, suppor has to be provided when i's needed, conflicts have tobe resolved, methods have te be devised to Keep the process reasonably efficent, goals and deadlines have fo beset, et. 41. Choose someone to guide the planning process.Someone- realistically, its usually the director or another administrator of the organization that wil conduct the intervention, But i could be a Board chai, an outside facitaor, or a communty member - has to monitor what's happening and make sure that nothing derals the planning. Fincing the right person to fil his role is ‘extremely important. He has o be able to communicate well with everyone involved, to see the big picture as wel as the deals, ‘and to deal gracefully with both interpersonal and logistical problems. (That's why an outside failtatoris sometimes a good investment) Do you need an outside facilitator? ina situation where divisions are deep, or where na one available has the needed skis to keep the planning process on track, there may be a need fora neutral and experienced faciitator. A facitstor with na personal stake in the process or the community may be able fo see - and defuse - the dynamics among the groups involved in the process. Her skils may be needed to handle that diffcult individual refered to earl, ort help ferent racial groups overcome their ‘mutual suspicion. She may also be able to make what s by nature a sloppy process more efficent and effective, \Whether your planning wil need an outside faitator or nat depends largely on the charactor of your community and the character ofthe relationships among its diferent elements. A good facilitator generally doesn't come cheap, so fyou need one, youll have ‘to decide whether you can afford to hire her. But you'll also have to decide whether you can afford not o hie her, if you want Lo plan an intervention that works. 2, Decide who will issue final approval on a plan. If, as is often the case, the actual panning is done by a relatively smal {oup, there fs usually a mechanism fo have the plan approved by some larger or governing body. This body might take one of several forms + Ameeting ofall stakeholders + Adiverse group chosen to oversee the intervention + Acommunity meeting + The Board of the organization “+ Avery smal group the director and Board char for instance, oF even just one of them, 3. Determine how long the planning process will go on. The planning you want to do might be fora single inatve or ‘campaign, or might encompass years of calaboration on working with a large and diverse population Il the planning group Is ‘meant to continue, ether to furnish oversight of the final plan, orto keep developing and changing the intervention as Crcumstances and the community's needs change, an ongoing participatory approach may be even more important to the How well you maintain the process once its begun is just as important to its success as how wel you start. Remember that the planning pracess itself is only a beginning. In Summary ‘A patticipatory planning process - ane in which all the stakeholders are involved -is often the mast effective and inclusive way to plan a community intervention. A participatory process provides community ownership and support of the intervention: information about community history, polis, and past mistakes; and respect and a voice for everyone. It also takes time, care, mutual respect, and commitment In order to conduct such a process well you have to carefuly consider what level of participation is most appropriate under the Ccreumstances. You also must identity the stakeholders, and make sure they al get to the table, using communication techniques designed to reach thom. 9/25/2013 4:25 PMParticipatory Approaches to Planning Community Interventions ‘http://ct.ku.edu/en/tablecontents/sub_section_main_1143.aspx 90f9 Care must be taken in geting the process under way. The person and methods chosen to convene it can bath send messages about your intentions, and have a great effect on which and how many participants you attract. Finally the process must be maintained over ime, eo that momentum wil net be lost. H you can manage a planning process that ‘meats all hese requirements, the chances are that you will come up with a successful community intervention, one that truly Works and meets the community’s needs, ‘We encourage the reproduction of this material, but ask that you eredit the ‘Community Tool Box: http://ctb.ku.edu/ Resources Internet resources Learning for Sustainability Links and articles on participation and many other topics liked to community activism and development. lat of material related to environmental issues, but plenty of general information and material on other areas as well. Check out the search engine at the top of the page, labeled "Select another area of interest." A great resource. Mekonginfo, Regional information System on Participatory Natural Resource Management Etfective Involvement of Ethnic Minories in Participatory Planning (Experiences from Yunnan, China), by Dr. Hermann J Tilmann. Analysis ofa participatory planning inialve and some of the lfcutes it faces. Increased Focus on "Participatory" Planning ‘Short articles on participation and its advantages. Hors | Abouls | Gussiook | What User Say | Askan Advsor | AddaLink | Conlae\Us | Danalo| Uso Poloy ‘The Communty To! Boxis a sence of te Work Group fr Community Heath and Development at the Universty of Kansas ‘Conyrght ©2013 by the Untersty of Kansas fo a8 maar provided ia the Wors Wide Web nthe chic au domain, KT ‘Communty Too Box metals ae Icensed under @Creatve Commons Atibulon Nonconmersal Shere Alke 3.0 lense oso 9/25/2013 4:25 PM