"This toolkit provides a selection of 100 participatory learning and action (PLA) tools which you can use for HIV/AIDS programmes. PLA tools are interactive activities which enable communities and organisations to learn together about a HIV/AIDS in their community, develop a plan, act on it and eval
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uate and reflect on how it went. The philosophy of this set of publications is that organisations and communities have to work as closely together as possible if they are to address HIV/AIDS successfully." (Page 6)
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"De plus en plus, on attend des organismes de développement qu’ils démontrent que leurs programmes résultent en des modifications significatives et durables du bien-être des bénéficiaires auxquels ces programmes s’adressent. Cependant, ces « impacts » sont souvent l’effet conjugué dâ€
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™Ã©vénements dont aucun organisme ou groupe d’organismes ne peut vraiment revendiquer la paternité exclusive. L’évaluation des impacts en terme de développement est donc problématique et de nombreux organismes s’escriment encore à mesurer des résultats qui vont bien au-delà de la sphère d’influence de leurs programmes. La cartographie des incidences part du principe que le développement est avant tout une question de rapports humains et de rapports entre les gens et leur milieu. L’originalité de cette approche tient au fait que, au lieu d’évaluer les produits d’un programme, elle s’intéresse en priorité aux modifications des comportements, des rapports, des agissements et des activités des personnes, des groupes et des organismes avec lesquels le programme travaille directement. Ce faisant, La cartographie des incidences dissipe un grand nombre des mythes qui entourent la mesure des impacts. Elle aidera un programme à préciser les intervenants qu’il vise, les changements qu’il escompte, les stratégies qu’il adopte et, de ce fait, à être plus efficace en terme des résultats qu’il obtient. Cette publication explique les diverses étapes de la méthode de cartographie des incidences et offre des renseignements détaillés pour la conception et l’animation d’ateliers. Elle contient de nombreux exemples et fiches de travail." (Description de la maison d'édition)
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"The most important point for all types of workshops is that the participation of the representatives of all relevant stakeholder groups is ensured. This goes beyond mere discussion: at some stage there is always the necessity to make binding decisions. At this point, the workshop participants must
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be empowered by their respective organisations and/or groups (constituencies) to make such binding decisions (commitments concerning the use of people, materials, equipment, time, and money).
A second important point for all types of workshops is the recommended use of a team of two facilitators. Years of experience in the context of organisations in the field of development have clearly demonstrated the advantage of having two facilitators rather than only one: a single facilitator simply cannot keep track of all the details of the group processes and, at the same time, keep the discussion focussed along the lines of the previously agreed agenda. Therefore, it is essential that the two facilitators compare their perceptions in the breaks between sessions and take turns in facilitating. Their perceptions thus gain in objectivity and their activity is less influenced by the emotional and cognitive strain that group processes invariably produce.
It should also be obvious that the less the facilitators are directly involved in the project under discussion, the more efficiently they will work. The more they are "outsiders," the more impartial they can be towards the expression of (sometimes diverging) interests in the processes of discussion and negotiation that are the essence of the MAPA-PROJECT workshops. This will not only increase the trust of all participants in the results of the workshop (i.e. the project plan), it will also enhance the credibility of this plan in the eyes of outside organisations, such as a funding organisation. For the same reason it is often advisable to conduct the workshop on "neutral grounds" (i.e., in a location different from that of the organisation which will be running the project)." (Overview, page 21)
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"In the project design and management (PDM) workshop, Volunteers and their Counterparts learn how to involve the community members in moving from their analysis to planning and implementing projects that meet their desires and needs. Some general goals of the PDM workshop for the Peace Corps include
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: 1. To reinforce the philosophy of community participation, and provide additional methodologies for involving community members in designing and implementing their own projects; 2. To enhance the Peace Corps Volunteers’ outreach capabilities; 3. To build host country national community development skills and strengthen the relationship between Volunteer and Counterpart." (Pages 1-2)
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"This is a common publication of 14 ecumenical Southern and Northern NGO's which focuses on key characteristics of PME and on "guidelines for good practice". A case study from Bangladesh shows how PME can be implemented in practice, and there is a helpful glossary of key terms." (commbox)