Introduction to participatory tools and methods

1. Introduction to participatory tools and methods

2. Adaptation Entry Points for CSOs: DISASTER RISK REDUCTION: front end preparation… • policy and planning; • Policy analysis and research (e.g. political ecology of adaptation) • Stakeholder identification & analysis • Participatory planning processes • Incorporation of traditional knowledge • physical preventative measures; • Adaptive designs & retrofitting • Natural resources conservation • Integrated resources management (INRM) • Incorporation of traditional knowledge • Reforestation, conservation management • physical coping and/or adaptive measures; and • Vulnerability and risk assessment studies • Participatory contingency planning • Participatory hazard mapping & resilience development • community capacity building • Awareness building • Community level adaptation planning • Crop diversification • Conflict management & negotiation • Participatory planning • Integrated Natural Resources Management CANARI 2007

3. Adaptation Entry Points for CSOs: • Economic capabilities –the ability to earn an income, to consume and to have assets • Community and sectoral risk reduction and resilience building • Livelihoods diversification • Crop diversification • Sharing of traditional knowledge & best practices • Human capabilities –based on health, education, nutrition, clean water and shelter • Research • Awareness building and education on Integrated Natural Resources Management, adaptation planning vulnerability reduction and resilience building • Capacity development in planning and participatory processes • Political capabilities –human rights, a voice and some influence over public policies • Capacity development • Participatory planning processes • Awareness building & education • Participation in resource allocation decision-making (land use planning & food security) • Advocacy (land use planning & food security) • Socio-cultural capabilities – the ability to participate as a valued member of a community • Capacity development • Participatory planning processes • Awareness building & education • Protective capabilities –enable people to withstand economic and external shocks - The DAC guidelines on poverty reduction (OECD 2001) CANARI 2007

4. Some key tools and methods in participatory processes • Participatory planning and management • Stakeholder identification and analysis • Stakeholder mobilisation • Assessing and building capacity for participation • organisational • institutional (policies, laws, structures, relationships, organisations) • Skills • Participatory mapping • Conflict management (negotiation) Photo Allan Smith

5. Why participation? • Participation is important in climate change adaptation because……

6. Why participation? • Incorporates a wide range of perspectives and ideas, resulting in improved decision making and management • Improves the knowledge and skills of all stakeholders • Increases the likelihood of stakeholder support through involvement in decision-making • Can provide a forum for identifying conflicts between users and negotiating solutions to them • Can contribute to stakeholder empowerment and local institutional development, especially when the sharing of management responsibility in involved

7. What is participation? Forests and Forest User Groups in St Vincent Photos Fitzgerald Providence

8. Spectrum of participation Top-down decision making – most powerful stakeholders informs some of the other stakeholders of some decisions Inputs, analysis and decisions made with equitable involvement of all stakeholders • Most powerful stakeholders “sell” the decision to selected other stakeholders Most powerful stakeholders present tentative decision for discussion Joint analysis but final decision still with most powerful stakeholders

9. Types of participation • Manipulative • Passive • Participation by consultation • Participation for material incentives • Functional • Interactive • Self-mobilisation Source: Bass et al (1995) CANARI 2007

10. Where is your country in terms of participation in climate change policy and adaptation? Top-down decision making – most powerful stakeholders informs some of the other stakeholders of some decisions Inputs, analysis and decisions made with equitable involvement of all stakeholders • Most powerful stakeholders “sell” the decision to selected other stakeholders Most powerful stakeholders present tentative decision for discussion Joint analysis but final decision still with most powerful stakeholders

11. What factors determine the kind of participation that is most appropriate? • Purpose of initiative • Complexity • Urgency • Degree of conflict • Capacity • the philosophy of those leading the process in relation to participation • skills and knowledge • available time • available human and financial resources

12. Determine need for planning process Identify needs or problems to be addressed Identify/mobilise stakeholders Define goals and objectives Conduct stakeholder analysis Create mechanisms for equitable stakeholder participation Collect information on which to base decisions Monitor and evaluate Share results with stakeholders Analyse information and identify options Negotiate among stakeholders Formulate plans and responses Implement Participatory planning

13. Stakeholder identification Who is a stakeholder? • The individuals, groups and organisations that are involved in or may be affected by a change in the conditions governing the management and use of a resource, space or sector.

14. Who is a stakeholder?

15. Why stakeholder identification? • Primary aim – to document all those who have a stake • Stakeholder identification can become a mechanism to widen and identify others • Stakeholder identification can help to identify potential or actual conflicts • Exclusion can have unexpected and undesirable consequences

16. Some considerations for stakeholder mobilisation • How does information reach the stakeholders and can they interpret it? • When does it reach them? Give sufficient notice. • Equitable participation • Time and place of meetings • All stakeholders together or in separate groups? • Who will facilitate? Should it be someone independent? • Options for inputs outside of meetings

17. Why stakeholder analysis? • To identify management priorities • To identify mechanisms for participation • To monitor and manage change • As a tool for negotiation and conflict management • A platform for building and strengthening partnerships • To understand existing capacity and capacity gaps • To provide a baseline of information for monitoring and evaluating change

18. Outcomes of stakeholder analysis Greater understanding of: • relationships and power (institutional framework) • areas of potential or actual conflict or collaboration • capacity building needs for participation in management • stakeholder rights and legitimacy • resource use and priority issues for management

19. Questions for stakeholder analysis • Depend on the reason for the analysis, e.g.: • Benefits from and interests in resource (current and future) • Impacts of a proposed change in management regime: socio-economic and environmental (positive and negative) • Power, rights, responsibilities (formal and informal) • Understanding existing or potential conflict • Capacity to contribute to management

20. Conflict analysis matrix e.g. Ref: CANARI Guidelines 5

21. Power analysis e.g. Ref: CANARI Guidelines 5

22. Stakeholder power analysis e.g. Forestry Division, EMA, TCPD, Min Energy, MPUE, Min Housing, Min Works, Commissioner of State Lands e.g. Stakeholder Committee e.g. Community Local tour guides, Squatters

23. Commissioner of Lands UDC JBM FD HUOO RADA EFJ LIFE NEPA JAMPRO UNDP Ministry Industry & Tourism &TPDCo Communities NWC & WRA Tourism sector Consolidated Fund Mapping relationships • Visually maps the relationships between all of the stakeholders

24. Stakeholder capacity analysis Assess capacity for participation: • World view and culture • Structure • Adaptive strategies • Skills • Material resources • Linkages Reflection: What is the capacity of your organisation to participate in climate change planning and adaptation?

25. Complexity • Wide range of users and actors who are constantly changing • Danger of simplifying complex realities, e.g. • People belong to several stakeholder groups • Stakeholder groups are not homogenous • Understanding and managing complex situations • Complex human relationships • Complex human interfaces with natural resources • Competing uses of natural resources • Participatory process but caution where there are acute conflicts and inequity

26. Each situation is unique • Need for understanding of local conditions and realities • Challenges of natural resource management: • preservation versus livelihood pursuits • No “one size fits all” • Need to tailor responses

27. Challenges of participation • Costly in terms of time and resources for all (including stakeholders) • Raises stakeholder expectations and can lead to disillusionment if realistic expectations not defined • Where capacity lacking, can be counterproductive and result in backlash • Consultation burnout

28. People and the Sea • Watch the film and assess what participatory methods were used and how they contributed to: • managing a resource that had previously been scarce (adaptation) • improved livelihoods • enhanced capacity • reduced conflict

29. What is conflict? An umbrella term for divergent aims, methods or behaviour frequently stemming from differences in power between stakeholders. Conflict management Disputes Conflicts Extract from CANARI Guidelines 6

30. Why do conflicts/disputes arise around natural resource use and management? Extract from CANARI Guidelines 6

31. Why do conflicts/disputes arise around natural resource use and management?

32. Cross cutting themes • Change: Natural resource management is concerned with rules that govern access and use, rather than natural resources. When those rules change, rights are affected and disputes may arise. • Status of the resource: Where resources are finite or scarce, disputes may arise with increasing intensity • Context: Many of the causes and reasons for conflicts are beyond the control of natural resource managers – but managers must be able to interpret the wider world and understand the relevance for their work

33. Actions and responses to conflict Separate action e.g. using personal influence, squatting Joint action e.g. negotiation, mediation Third party action e.g. arbitration, adjudication CANARI Guidelines 6

34. Negotiation • is based on the premise that to be sustainable any agreement between stakeholders must meet as many of their complementary needs as possible; • calls for an open and flexible outlook rather than grudging compromise; • often requires an independent facilitator.

35. Successful negotiations • move stakeholders from entrenched positions • address different layers of conflict, e.g. • procedural (e.g. right to be heard) • substantive (e.g. livelihood issues) • include all stakeholders that can impact positively or negatively on the outcomes • take into account in the design of the process existing power relations and structures so that factors such as gender, wealth, ethnicity and class do not prevent stakeholders from making their case.

36. Addressing power differences in the negotiations means • assessing and building stakeholder capacity to participate • ensuring that marginalised voices are heard • levelling the playing field for negotiations • ensuring that all parties can have outcomes revisited if circumstances change

37. A word of caution “..it would be a mistake to see participation as a magic cure for all ills. The evidence suggests that processes that involve a wide range of actors in management, far from making things easier, actually result in complex arrangements which reveal conflicts and tensions rather than make them go away. Conflicts and natural resource management go hand in hand. Participatory approaches can help point out where problems are likely to occur and provide a way forward once they do.” CANARI Guidelines 6

38. Small group work • Divide into 2-3 small groups • Select a case study based on the community of one of the group members and discuss some or all of the following: • What are likely to be the major impacts of climate change? • Which stakeholders will be most affected? • Which stakeholders are best situated to minimise or mitigate against the negative effects of climate change? • What are likely to be the areas of conflict? • What types of participatory processes could be used to bring stakeholders together and negotiate conflicts? • How would you mobilise the stakeholders to participate?