Handbook of Capitalisation 2012.pdf - Africa Adaptation Programme

More documents

Recommendations

Info

Africa Adaptation Programme Handbook on Capitalisation of Experiences 2012 DEFINING THE AIMS OF THE CAPITALISATION PROCESS A capitalisaiton process, first of all, entails revisiting the capitalisation challenges for the organisation, within its specific context. Then one has to define the intended objective through the capitalisation process. Is it about facilitating ownership of the tool by other stakeholder groups or a process consisting of developing and implementing adaptation programmes? Does one seek to prepare an advocacy campaign on issues relating to climate change adaptation or is one aiming at formulating a fundraising plan to support local adaptation initiatives? Whatever the objectives of the capitalisation process, it is necessary to define them accurately from the start of the process. The capitalisation analytics and prioritization matrix allows one to collect information on the objectives of the capitalisation for the organisation, with strengths and assets lying in establishing a capitalisation system and the constraints one will need to tackle. Table 3: Analytical matrix showing the challenges and objectives of the capitalisation of the WFP-AAP project: Energy Saving Stoves in Institutions, Kenya Key questions What are the capitalisation challenges for your organisation? What are the capitalisation objectives for your organisation? What are the assets and opportunities that your organisation can offer to a capitalisation system? Which (limiting) constraints must one face? Answers The project’s impacts are long term, which makes it difficult to document them in the short term It is difficult to access schools since most are located in remote areas The information provided by the schools are sometimes inaccurate Dissemination of fuel-efficient improved cooking stoves Establish sustainable financing mechanisms Establish sustainable sources of domestic fuel Commitment and interest in the project to share experiences stemming from it Availability of financial resources to support the capitalisation process A national context favourable to capitalisation through ICT development and the existence of several platforms on knowledge management Availability of resource persons able to conduct the capitalisation process Media commitment for the dissemination of knowledge on climate change Due to the cultural reality, the use of wood is still predominant A simplified formatting of technical data is often difficult 28
Africa Adaptation Programme Handbook on Capitalisation of Experiences 2012 CAPITALISATION ACTORS One has to first define the actors whose participation in the process is crucial. They represent both objects and subjects of the study. This is directly related to the role they have played in the course of the project. In some instances, it may implicate project staff, but also local communities, service providers, state or local government, donors or NGOs. It sometimes happens that players who have not been direct stakeholders of the project, but who have observed the project by virtue of their proximity to it, are invited to participate, specifically for the external and detached outlook they add to the project. It doesn’t suffice to list the players; one also has to define their roles and responsibilities in the capitalisation process. Table 4: Matrix of stakeholders involved in the analysis of the capitalisation process (climate change adaptation case study) ACTORS Which information do they hold? Roles and responsibilities within the capitalisation process Provide basic information on the project Make logistics available Diffuse capitalisation results Use capitalisation results to introduce change triggering actions Expected outcome of the capitalisation process Project Staff Project objectives Planned and achieved activities Beneficiaries, actors and their roles Results Greater project and project results visibility Influence over decision makers and other players in the sector Project performance improvement thanks to the change triggering actions induced by the capitalisation process Enhanced consideration of their perceptions and viewpoints Improved quality of project service delivery Beneficiary communities Nature and degree of participation in action implementation Their knowledge and adaptation strategies Activities undertaken in their locality Positive or negative impacts of project Providing information on knowledge, project practices, participation, project impact, etc. Taking part in the analytical process Taking part in the diffusion of results (at the local level) Furthermore and related to the above defined objective of the capitalisation process, one has to determine the indented target audience of the capitalisation outcome. Defining this audience allows one to choose the appropriate communication and knowledge sharing tools and media. Finally, it is essential to choose from the onset a facilitation model with the input of an internal or external facilitation; this is of capital importance. Given the participatory nature of a process that demands everyone’s input, capacity to make all contributions to the process emerge becomes essential. 29
Page 1 and 2: Knowledge Management and Adaptation
Page 3 and 4: PREface The Africa Adaptation Progr
Page 5 and 6: 3.3 3.4 3.5 3.6 3.7 Description of
Page 7 and 8: Africa Adaptation Programme Handboo
Page 27: Africa Adaptation Programme Handboo
Page 59: Africa Adaptation Programme Handboo

Handbook of Capitalisation 2012.pdf - Africa Adaptation Programme

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?