Adapting the PAPD approach
Facilitators need to carefully consider the purpose of PAPD in each context. The
usual function of PAPD is to build local agreement and support for new or
alternative options and strategies at local level (e.g. technical livelihoods related
options).
There are two other scenarios where the six stages of PAPD can be relevant, however:
1) when local disputes or conflict are a barrier to the uptake of new options and; 2)
when consensus and support is required over a wider geographic area.
1) When local disputes or conflict are a barrier to the uptake of new options.
These may be pre-existing issues or minor problems associated with past or present
project activity. Often communities will lack the planning experience and
confidence to deal with NGOs and other secondary stakeholders. In either case,
PAPD can build trust and help local stakeholders identify solutions to the problems.
This can add value to existing project activity and open up new opportunities.
It is useful if facilitators are aware that problems can be simple, moderate or
complex.
An example of a simple problem could be a recent breakdown in the effective
operation of an existing scheme at village level e.g. a revolving fund not being
replenished regularly or problems accessing inputs in certain localities.
If a problem has existed for a long time but has not resulted in conflict, it could be
considered a moderate problem e.g. lack of participation and consultation of women
in village decisions, or bias towards one land use at the expense of other uses.
If a problem has lasted years and involves stakeholders on a wider scale, it is clearly
complex and will take more time, negotiation and resources to resolve e.g. migration
routes and animal damage to crops in Sudan. If these issues are publicly
acknowledged and obvious, the planning process could focus more time and energy
on the latter stages of PAPD (analysis of solutions, public feedback and action plan
development).
A PAPD process can last from a number of months to a number of years. It is often
useful to first work with the community on simple problems because this quickly
achieves visible benefits that can create greater public enthusiasm for the PAPD and
interest from other influential stakeholders. This is a way to build confidence and
local skill in planning.
2) When consensus and support is required over a wider geographic area (e.g. an urban or
regional setting).
Some problems cannot be tackled at the local level only. In addition, many options
benefit from a series of related activities and support in neighbouring areas in order
to achieve greatest impact. This requires discussion and consensus over a wider
geographic area and may require support from a large array of secondary stakeholders.
15