Good facilitation can significantly add to effectiveness of the process, the quality of the engagement and learning that takes place and how much ownership over the outcomes is developed. Well facilitated processes build capacity with the stakeholders and in the communities where the work is taking place to respond effectively to change in the future. Often the subtle skills of good process facilitators are significantly undervalued. A process that is poorly facilitated and managed runs the risk of developing a poor connection to the communities and groups it is working with, potentially leading to anger and mistrust and damaging the potential for future collaboration. The effect and legacy of any adaptation interventions is likely to be limited and short term if people feel that they have not been treated well in the process and their voices have not been heard.
This section is based on the UNEP PROVIA guidance document |
1. | You want to implement adaptation actions. | |
2. | There is support and agreement about the purpose of the option. | |
3. | Shared principles underlying the work have been explored. | |
4. | The options are clear enough to define activities. | |
5. | There is insufficient capacity to implement the option. | |
6. | Areas for capacity building have been identified. | |
7. | Facilitators do not have skills required to manage capacity building. |