ࡱ> bda5@ 0()bjbj22 4HXX(!D4QhQQQQQQQ`SRUQQQQQ ;> Pa5&$}<QQ0Q<DVDV4>>&DV?>\"1QQD@D@CAP Rally 2008 CAP on the Outside Working with Partners Conveners Pip Walsh, Christina Lasch, Audrey Newman The new strategic plan identifies that promoting the adoption of adaptive project management based on the CMP open standards is a priority for the network. In order to do this the existing network will continue and expand its efforts to reach out to partners. This session was organised to help answer: How do we introduce CAP and the Efroymson network to partners individuals, planning teams, and organizations -- and help them to use it effectively? Four coaches presented their experiences working with partners covering challenges and lessons learnt Caribbean experience James Barnes Pacific perspective Umi Sengebau Mexican experience - Elisa Peresbarbosa from Pronatura Veracruz Australian experience running a multi org franchise - Pip Walsh Key challenges identified were: CAP is not well known. Starting at large scale hard CAP can be seen as challenge to status quo and existing systems Different speeds of adoption Multiple jurisdictions / languages Distances between teams and coaches Might be just one person you are working with. Smaller institutions resource poor Lots of preparation to adapt. How do we document and share better Some of the key lessons learnt included: Use connections to local networks to introduce. Use vision development to bring terms together Frame process to meet needs. Prioritization is attractive element of the process. Ensure the scale of project is matched to participants knowledge Work at their pace. Use as a free home trail and be open to prospect people may not be ready. Bring expertise to the table Adapt your use of language and material in native languages helps. Using terms in a more personal way can help. Use the work book sparingly Support initial workshops with funding ID future coaches as team leaders plus use as translators. Sit down with coaches/coach in training to do lessons learnt after each CAP Use first cohort of team leaders to train second and give perspective Use CAP to tell stories Success looks like? Session participants were asked to envisage what Success in working with partners would look like to them. Key themes that emerged were: More Diverse Network TNC comprises a smaller percentage of the coachs network than in 2008 Franchises all over the world led by different organizations with coaches from many organizations in each franchise Strong Coaching Capacity in all Partners Training in the CAP process is part of the staff orientation across conservation organizations and agencies. Any site / area who wanted to help w/ management planning could get it from a good coach. CAPS are Implemented / Results are evident Strategies based on CAP are being prioritised and implemented by partners at many sites Each partner organization thinks of CAP or the Open Standards for CPM as their own tool and a normal part of their own work. All 10 steps of CAP are implemented and Process score high in application for all major projects. CAP Works for Communities Aboriginal/Indigenous communities are sending members to the Efroymson Coaches Rally. LMMA Network joins the Efroymson CAP Network Easy access to coaches and tools that are great for working with communities CAP is seen as a tool whereby indigenous communities can utilize as their voice to access more resources to address their needs. CAP Works for Businesses In 3 years we can speak with corporate staff about the viability status of their targets Institutions Accept CAP and like it! CAP supports partners effectively fund raise for projects CAP becomes / accepted standard internationally when doing site conservation. What can we do? Coaches identified a number of actions that could be taken as individual coaches or at the network level to improve our ability to attract and work with parners. Individual coaches can: Be flexible in their own goals / objectives improve their abilities in selling, facilitating, following up CAP process. build internal support locally to expand training on CAP use workshops to scout for new coaches and support them recruit and train / new partner coaches to network with a specific focus on diversity and community based skills support facilitation and training of new CAP practitioners through workshops. be prepared to learn from failure participate more actively in the Coaches Network. facilitate completion of exemplary CAPs to use and share w/ partners. Highlight strengths in Implementation or Adaptive Management. Take extra step to document and share lessons learned. Detail best practices for working w/ partners and engaging them. bring the CAP process to government institutions. As a network we can: Develop Clear Goals Be clear about long term goals of network and importance of diversifying network to achieve success. Help Jora build a good team to lead implementation of Strategic Planning Network Improve our focus on Lessons and sharing Encourage network members to continually share / make available CAP products and narratives of lessons learned Document adaptations / lessons and post on Conserve Online Be proactive in testing innovations and when feasible contribute to adaptations of CAP. Focus on one or two key partner planning processes and develop crosswalks with CAP Framework Advocate within coaches network for more inclusion of partners and potential partners. Focus on existing networks and provide training on CAP to these groups. Develop support mechanisms to follow up w/ partner organization on implementation. We can improve how we share lessons learned / innovations Facilitate increased regional / cross regional learning Increase Funding and Marketing Promote the need to fund projects that come from a strong planning process like CAP to major funding agencies eg Packard , NOAA Increase the potential of having more funds to fortify coaches, CAP process and implementing regarding CAP results. Provide $ (incentives) support so that partners can participate in CAP adaptations. Provide support so that partners can participate in rally. Provide support (capacity) to efforts outside of individual areas. Create the awareness about CAP through other networks Highlight success when agencies / organizations use and implement CAP Develop more inclusive culture /let go of control Provide support (financial / expertise) to non traditional partners for CAP application. Diversity Foster a friendly and inclusive environment where all are valued. Listen carefully to the needs of conservation projects from around the world. We can be more open to discussion about improving the methodology and less evangelical Bring coaches to other franchises for cultural exchanges. Translate CAP into additional languages. Partner Readiness: Coaches were also asked to comment specifically on understanding and building partner readiness CAP must help them with THEIR PRIORITIES (demand-driven). Frame the CAP work within the partners current responsibilities. Provide crosswalks or planning translations making clear to management how CAP can help fulfill regulatory requirements Really listen, be responsive and flexible. Let them say no and come back when they are ready. Openly share what we know about readiness for the entire CAP process, not just the planning phaseand dont let them start if success is unlikely. Talk to communities/organizations/businesses about success stories using CAP and invite non-ready partners to well-formed planning processes. Need to have staff time allocated, funding necessary and senior management on board. We need to be prepared to provide training to key partner staff. Use the capacity assessment to guide level and intensity of process. Products that would be useful to coaches to assess readiness: Checklist based on Pacific franchise list and capacity assessment. Perhaps this could be developed as a decision-tree for assessing readiness for the entire CAP process (not just planning) Guidance on partner engagement for CAP, considering partner readiness, training mechanisms, follow-up mechanisms. What we as coaches need to do (and how long), what is expected of those who get trained (and their institutions), what is expected from the Network, etc. Incorporate tips on when not to engage. 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