Connecting local responses around the world
Overall, we learned that the strength of the Community Life Competence Process is that it helps communities and people to plan. When we ask the facilitators to tell a story of change, several of them told us: "With this approach, I learned how to plan or plan better."
We also saw how the NGO 'Caps' used the process to plan its yearly activities. Emilia, the president shared afterwards that "this is the first time we plan in a structural way with the involvement of everyone."
An association in Yolo that had made its action plan told us, "We put our action plan on the wall in the office. When the Global Fund came to visit our office last week, they were so impressed by our prioritization and plan and couldn't stop looking at it. The whole discussion was about our plan and they wanted to know more about the approach"
Lessons learned on facilitation
1. 40%: this is the estimated percentage of people attending a workshop that really take it on afterwards in their own context.
We learned that if you make SALT visits together with potential organisations even before the process starts, you will be able to identify those organisations that really work with communities. You will also be able to see who is a natural facilitator. You then make sure to have the right people in the room.
2. AAR: Discuss question 1 of the AAR (What was supposed to happen?) before each visit
3. Self-assessment: Don’t explain the levels in the beginning of the self-assessment. Ask one specific question per practice that elicits the discussion. After that discussion, introduce the levels. ex: For inclusion, you can ask "What will you do if your neighbor has HIV?" Eric shared more examples here.
4. Facilitating a learning event. Start day 1 with: What approaches and techniques do you use already? What works and what not? Have a deeper reflection on this as it will often set the tone for SALT and ACP.
5. Action planning: instead of planning everything together, make small groups that plan one practice, then share plans in plenary and agree.
6. Indicators of impact: After the community chose its priorities and target levels, discuss the indicators of that target level. ex: your target for 'inclusion' is from level 2 to level 4. How does level 4 look like? What are the indicators that you reached that level. So, discuss indicators before the action plan.
Lessons learned on team management
1. Membership fees stimulates ownership by all members. RDCCompétence asks its members 5 dollar per month and expects a member to contribute at least 2 to 3 time per year. The fact that the members pay a fee stimulate their ownership of the team. It is like they invest in RDCCompétence and therefore they have something to say and they expect something in return.
2. Call members/ facilitators regularly to see how they are doing and not necessarily to ask them for something.
3. Everyone is equal in the SALT team, else transfer will not happen. ex: Eric and Junior facilitated a learning event with two less experienced facilitators. They put themselves at the same level and were not bossy with them. Eric and Junior were also doing more logistical tasks like preparing sticky tap and hanging up flipcharts etc. The two local facilitators were quite surprised by their attitude.
Thank you to the whole team for their warmth and friendship.
Laurence and Gaston