Facilitation Tools
The following tools from the booklet “Institutional Development: Learning by Doing and Sharing” (2004) (see Capacity.org no. 20, January 2004) are some of the facilitation techniques mentioned in Capacity.org no. 24, January 2005, and are discussed in further detail below. It is important to note the various contexts in which these tools were employed, and to keep in mind that in some cases the tools were adapted so that only the relevant or beneficial aspects were employed.
The Stakeholder Analysis tool is a vital tool in many different situations, as it allows a facilitator to systematically identify the key stakeholders involved, assesses their interests and how those interests can affect the risk level and viability of a particular program.
This tool should be considered as part of an iterative process, an exercise that can be started in the planning stage of a programme and repeated throughout the implementation and follow-up stages. It begins with identifying the stakeholders that will be or are involved in a particular program by formulating a set of criteria that will be used to assess and prioritize those to be involved. It then prioritizes stakeholders based on their importance to the programme objectives and on their ability to influence the direction and success of the programme. Finally, a consensus is reached with these stakeholders as to the type of program participation that is suitable.
As the participants will ultimately shape the outcomes and successes, it is vital to have an objective stakeholder selection process that is flexible enough to include emerging actors, and respects the level of commitment they are willing to offer.
- Defining the Objectives of the Diagnosis
This tool is useful as at the starting point, check-in and analysis phases of projects or problem-solving. It attempts to see the issue from a variety of viewpoints by questioning the need for change, its threats, opportunities and incentives, and identifying the stakeholders needed for solution-building. It also examines the nature of the problem itself, in terms of different understandings of the issue, and the role of relationships or ‘soft systems’ in encouraging or resisting solutions and change.
This defining stage has obvious benefits when facilitating the early stages of discussion, but is also valuable as a reminder of purpose of the work that has been done, and as baseline of the problem and the changes that were achieved.
- Visioning or Realising Dreams
The visioning or realizing dreams is an attractive participatory tool that allows the facilitator to engage participants in meaningful discussions focused on their dreams or shared visions. The tool is an excellent medium by which to discuss the future of a project or activity in the long term while concentrating on the positive aspects of implementation. This tool also promotes the creation of a shared future in which new ways of solving problems help realize long term goals.
When using visioning or realizing dreams it is important to choose an appropriate time frame that people can imagine and see that it is feasible. Furthermore, it is important for people to be aware why the tool is being used. Participants must understand whether the tool is being used for open discussion purposes or to create a consensus of a shared future.
In order to facilitate people envision the future their, ideas can be written down or be represented by symbols. These ideas are then discussed and clarified and given a time frame for implementation and achievement. The key here is to keep everything realistic before a dreamlike or wish list scenario is constructed. Once the participant’s visions are concretely shaped they can be used as indicators to be monitored as the long term dream is being realizing. These indicators can then be revisited to measure the progress on the projects and activities. Any advancement of regression should be noted in order to evaluate the projects and activities being used to achieve the long-term goals.
This highly important soft systems tool generates a visual representation of the stakeholders and their relationships, so that links in the network can be examined in a specific context. This can be done to clarify large or complex institutions, and identify links that should be created or improved to be more effective. Essential considerations of this tool are the level of detail required in the map, the different type of links between stakeholders to be represented, and the nature of the links to reveal their quality.
The mapping can be done in conjunction with problem defining and stakeholder analysis, as it provides an illustrated confirmation of the stakeholders involved, the blockages in the soft system and the sites of action required; it can also be done in the evaluation phase as a quick overlay comparison to the initial map.
By: Marshall Gallardo Castañeda, Cassie Barker and Peter Sykanda
Other Tools mentioned in Capacity.org, no. 24:
- Insights Discovery Preference Evaluation Tool
The Insights Discovery Preference Evaluation Tool is used to assess people’s personalities and preferences. It is based on Jung’s psychological types, which are grouped by colour: blues tend to be observers, reds are directors, greens play supportive roles, and yellows are inspirers. The tool came from Insights Canada in Toronto, who also provided an online form for completing the “evaluator” (see: www.insights.com). Everyone who fills in the form receives a personalised assessment outlining their strengths and weaknesses and explaining how best to work with team members with different personalities.
- Visualisation in Participatory Programming (VIPP).
The VIPP tool can be used for structuring large volumes of feedback. The response cards are transferred to flip charts (with one chart for each question). As themes emerge, they are given names and cards are grouped under each theme. Individual respondents are asked to verify that their input has been integrated appropriately. This means that each participant is a witness to the wealth of perspectives on offer and has an opportunity to verify where their contribution is located in the big picture, as well as to correct any problems of interpretation with their feedback.
How we used VIPP.
Every single idea gathered from our discussions with community partners was written on an individual piece of coloured paper, with each question having its own colour. For example, question five asked for the respondents’ views on healthy, effective partnerships. Each idea from each response was written on a gold piece of paper. All gold papers were collected and collated into groups based on content. So for question five, six categories resulted, including building reciprocal relationships, good communication, and sharing resources. Categories were posted on flip charts so that meeting participants would be able to browse categories and view the individual responses within each category. This format enabled participants to make any changes they felt to be necessary.
More toolkits in our previous newsletters:
NGO Capacity Analysis – A toolkit for assessing and building capacities for high quality responses to HIV/AIDS
This toolkit can be used to identify capacity building needs of NGOs, plan technical support interventions and monitor and evaluate the impact of capacity building.
The toolkit includes tools and guidance to help:
• Plan and prepare for capacity analysis with management
• Develop an organisational profile
• Facilitate a 1-2 day workshop with staff, management and volunteers to discuss and self assess capacities and prioritise areas for capacity building
• Interview members of the organisation using questionnaire templates
• Assess and analyse relevant documents
• Prioritise and agree an action plan for capacity building
• Document outcomes using a suggested report format
Who is this guide for?
This toolkit is for people and organisations that support NGOs and CBOs responding to HIV/AIDS in developing countries. These include NGO support programmes, training institutions and individual trainers. The toolkit can be adapted for use by NGOs and CBOs themselves as a framework to facilitate discussion, analyse a wide range of their own capacities and prioritise areas for development.
How to get a printed copy of this toolkit:
To order a free printed copy of the Capacity Analysis toolkit please fill in an order form on the Alliance website at:
http://www.aidsalliance.org/eng/publications/_prom/capacity%20analysis/capacity.htm
If you wish to place an order by post for a free printed copy please contact the Alliance for an order form at:
Alliance Publications and Communications Team
International HIV/AIDS Alliance
Queensberry House
104-106 Queens Road
Brighton BN1 3XF
United Kingdom
Tel: +44 1273 718 900
Fax: +44 1273 718901
Email: publications@aidsalliance.org
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