VIPP_Unicef

Recommendations

Info

20 SOME DEFINITIONS FOR THE USE OF VIPP IN PLANNING Problem A physical, psychological, sociological or socio-economic condition or factor which inhibits human development. Goal An overall mission statement for an organization, programme or alliance, usually including macro-level targets and a time frame for intended achievements. Sub-goal An objective which will contribute to the achievement of the overall goal in a specific area of endeavour, usually including specific targets and a time frame. Strategy A statement of direction or policy, indicating a choice amongst various options/means, which focusses human and financial resources for the achievement of specific objectives or sub-goals. Activity A specific, delineated action which is part of an overall strategy, designed to achieve a given objective or subgoal. Planning and revising development projects In addition to social mobilization initiatives, any kind of development programme or project can be designed using VIPP methodology, beginning with analysis at the beneficiary level, if possible, and working upward to the project directorate, thereby involving all actors in the planning process. Problem analysis can be carried out in-depth, followed by elaboration, in the detail desired, of overall goal, objectives, strategies, activities and other inputs. The extent of the initial planning sessions will depend on the complexity of the project or programme envisaged. Regularly, members of development organizations evaluate progress and, based on the evaluation, elaborate new objectives and strategies and determine activities for the next period. VIPP has the advantage of allowing a quick collection and classification of problems in order to find solutions which every member of an organization decides upon and hopefully will carry forward. When the participants know each other well, it is not necessary to have an initial phase of personal exchange to build up a group. Nevertheless, even if the participants THE USES OF VIPP
know each other, in the beginning the facilitator should include a phase of warm up. Group Depending on the size of the tasks, the type of organization and the events regularity of planning sessions, the duration of such events last from one to 10 days. The main question to be clarified beforehand is the need for an external facilitator or the use of an organizational member as a facilitator. The decision depends on the amount of conflict that has accumulated in the group during the preceding period. If there is a lot of conflict it may not be possible to have one of the members act as facilitator. If there are different hierarchical structures involved, the facilitator should be independent from these structures, as she can unduly influence the process and results. A good external facilitator will allow the group to work freely and creatively, efficiently using its time to address the issues. But if the group is quite harmonious, the role of facilitator can be rotated so that every team member who is interested also gets more practice in facilitation. Putting research into action The results of formal research and rapid appraisal may be directly applied to the planning processes through VIPP methods. The feature of one idea per card is ideal for expressing and grouping research findings and then matching those findings with solutions through group interaction. Formal research findings can be supplemented by participants' own knowledge of the situation. Or VIPP itself may be used as an instrument of action research. The analysis may rely entirely on the perception of a given situation by a specific group of people. Through VIPP, the research team will try to identify the perceptions of people affected by a development issue in order to jointly design interventions or development policy. VIPP not only allows a better understanding of reality, it also constitutes a method of establishing joint development actions. If development workers only rely on the results of a study by specialists without the involvement of those affected, the design and implementation of the project will likely remain divorced from the action capacity of the intended beneficiaries. In such a situation, the VIPP facilitator becomes a researcher, planner and implementer of development activities. Therefore, it is useful to have people who can facilitate VIPP processes in each team or project. It would be difficult to rely entirely on external support in this case. That is, the implementation team must understand the conditions of research and the method involved in analysis. With VIPP, each team achieves more knowledge and a dialogic relationship with local people which enables them to establish joint development actions. THE USES OF VIPP Group events and VIPP 21
Page 2 and 3: V I S U A L I S A T I O N I N P A R
Page 4 and 5: Said is not yet heard, Heard is not
Page 6 and 7: ACKNOWLEDGEMENTS This manual is a n
Page 8 and 9: Connecting cards 56 Overall design
Page 10 and 11: HOW TO USE THIS MANUAL This manual
Page 12 and 13: Part I THE ROOTS AND PHILOSOPHY OF
Page 14 and 15: 4 VIPP involves capturing all parti
Page 16 and 17: 2 The Roots of VIPP 6 VIPP is a cre
Page 18 and 19: The Roots of VIPP 8 In 1991, Neill
Page 20 and 21: The Philosophy of VIPP 10 Communica
Page 22 and 23: The Philosophy of VIPP 12 Developme
Page 24 and 25: The Philosophy of VIPP 14 Language
Page 26 and 27: 16 THE USES OF VIPP
Page 28 and 29: Group events and VIPP 18 VIPP plann
Page 32 and 33: Group events and VIPP 22 Management
Page 34 and 35: Group events and VIPP 24 Discussion
Page 36 and 37: Group events and VIPP 26 input. Dev
Page 38 and 39: 28 When VIPP methods are used in tr
Page 40 and 41: Group events and VIPP 30 The main c
Page 42 and 43: 5 The Participants In VIPP, the par
Page 44 and 45: The Participants 34 facilitator mus
Page 46 and 47: 6 The Facilitator 36 V IPP depends
Page 48 and 49: The Facilitator 38 Conflicts within
Page 50 and 51: 40 In a training of facilitators wo
Page 52 and 53: The Facilitator 42 There is not onl
Page 55 and 56: 7 VIPP materials and their use The
Page 57 and 58: The number of pin boards required w
Page 59 and 60: Card sizes and shapes Standard card
Page 61 and 62: Dots of about 12 mm to 16mm (1/2" t
Page 63 and 64: VIPP case: Facilitators who are inv
Page 65 and 66: Using colours Colours and sizes hav
Page 67 and 68: Overall design Also use empty space
Page 69 and 70: Events are often shaped by the phys
Page 71 and 72: and complexity of the workshop, the
Page 73 and 74: The rooms for group work should con
Page 75 and 76: 9 Opening events The first day has
Page 77 and 78: Expectation and fears At the beginn
Page 79 and 80: 10 VIPP rules The rules of VIPP are
Page 81 and 82:
The following sets of rules are bac
Page 83 and 84:
RULES WHICH REINFORCE VIPP PHILOSOP
Page 85:
Part IV VIPP TECHNIQUES Basic VIPP
Page 88 and 89:
12 Basic VIPP techniques 78 The fol
Page 90 and 91:
80 BASIC RULES OF CARD COLLECTION 1
Page 92 and 93:
82 After discussion, the final clus
Page 94 and 95:
84 After ideas have stopped flowing
Page 96 and 97:
Basic VIPP techniques 86 Multi-dot
Page 98 and 99:
Basic VIPP techniques 88 Name taggi
Page 100 and 101:
90 Breakthrough The participants ar
Page 102 and 103:
Games and exercises 92 Blind trust
Page 104 and 105:
Games and exercises 94 The assassin
Page 106 and 107:
Games and exercises 96 Power cable
Page 108 and 109:
Games and exercises 98 Association
Page 110 and 111:
Games and exercises 100 Visualized
Page 112 and 113:
102 Fish bowl Divide the participan
Page 114 and 115:
Games and exercises 104 Controlled
Page 116 and 117:
106 Horse Trader An exercise in int
Page 118 and 119:
Games and exercises 108 Drawing Dev
Page 120 and 121:
14 Debates 110 Orchestrated debates
Page 122 and 123:
Debates 112 The Fish Pond Purpose:
Page 124 and 125:
Role Plays 114 Examples of role-pla
Page 126 and 127:
Role Plays 116 In the same workshop
Page 128 and 129:
Use of group and plenary 118 3 It a
Page 130 and 131:
Use of group and plenary 120 Buzz g
Page 132 and 133:
Use of group and plenary 122 Case s
Page 134 and 135:
17 Including content and dealing wi
Page 136 and 137:
Including content and dealing with
Page 138 and 139:
Including content and dealing with
Page 140 and 141:
Evaluation 130 Flash Purpose: To ge
Page 142 and 143:
Evaluation 132 Feedback and memo bo
Page 144 and 145:
Evaluation 134 Rapid participatory
Page 146 and 147:
Evaluation 136 Group work on factor
Page 148 and 149:
138
Page 150 and 151:
140 both parties are desperate enou
Page 152 and 153:
142
Page 154 and 155:
144 Mobilizing for Education for Al
Page 156 and 157:
146 Putting Research into Action in
Page 158 and 159:
20 Case Studies 148 Development in
Page 160 and 161:
150 Planning for Social Mobilizatio
Page 162 and 163:
152 Value Clarification* A multimil
Page 164 and 165:
154 PROGRAMME: ORGANIZATION: 1 - Pi
Page 166 and 167:
156 Emery, Merrelyn (ed.) Participa
Page 168:
Schnelle, Eberhard The Metaplan Met
show all

VIPP_Unicef

Create successful ePaper yourself

Delete template?

Save as template?