No More Sticky Dots: Making Progress With Participatory Appraisal in Salford

No more sticky dots:
Making progress with

Participatory Appraisal in Salford
Contents
Page
Executive Summary 2
1 Introduction the beginnings of the Salford experience 5
2 About PA 8
A little bit about its background and philosophy

PA and different points of view and gender particularly
When to use PA
Is PA warm and fluffy or an example of good research practice?
3 A brief insight into undertaking PA 12
Ensuring practice reflects the principles

Putting PA on the ground
Using the tools of PA
4 What PA brings to urban regeneration 17
PA has some key strengths

Community engagement that is visible, accessible and fun
More than consultation ... building capacity within the community
5 Learning from the Salford experience 20
Dealing with community expectations

Mainstreaming participation
Steering the PA process
Employing and managing a PA team
6 Finally... 26
Relevant publications 27
NO MORE STICKY DOTS 1

from a variety of tools, taking into consideration the time that people had available,
Executive Summary their location and the people they were targeting. A key lesson emerging from this
experience was that there is a danger of relying too heavily on a small number of
When Salford City Council (SCC) was given an opportunity in November 1999 to bid tools. Workers need ongoing support and encouragement to enable them to try out
for New Deal for Communities (NDC) funding for the Charlestown and Lower Kersal new approaches.
area, local agencies met together to try and find a methodology that would give
residents a voice and put them at the heart of the regeneration process. What PA brings to urban
Salford City Council has regeneration
Participatory Appraisal (or PA) gave this opportunity it could provide a means of
consulting residents and involving them in decision making and project development
throughout the lifetime of the NDC. This was a bold step by SCC; PA was largely
untested in the UK, particularly for a large scale, mainstream local authority
regeneration programme, and a considerable amount of NDC funding was at stake.
Six years on and Charlestown and Lower Kersal have learned a lot from the
experience of using PA to support the regeneration process. This report draws on

learned a lot from the
experience of using PA
in the NDC. We engaged
a wide range of people
in the early stages of
preparing the Delivery
PA can add considerable value to the
regeneration context by accessing the views
of a diverse range of people whilst also seeking
to build capacity within the community.
In Charlestown and Lower Kersal, the PA team

became a highly visible and acceptable face of
these experiences to illustrate what PA is all about and how it can be used within a
plan and did so in a the NDC. The public presence of the PA team
regeneration context. way that was fun for enabled them to build trust in the NDC by
everybody involved. Now demonstrating that something was really
About PA there is lots of potential happening. Crucially, the team generated a
The starting position for PA is that local people are experts in their own lives and to involve the community substantial amount of data about local needs,
in the development as expressed by residents, and that informed
where they live; it assumes that any local developments should be responsive to the
and delivery of the NDC Delivery Plan.
views and perspectives of local people. Drawing on a set of principles that emphasise
inclusivity and flexibility, PA uses a range of creative and visual tools to work with individual projects. PA is lively, accessible and fun. It goes to where
individuals and groups in any given setting.
Crucially, PA acknowledges that the community is not a homogenous group. Factors

such as gender, age, literacy and ethnicity all have a significant bearing on peoples
perspectives. Within Charlestown and Lower Kersal NDC, the PA team sought out
these differing experiences and monitored age, gender and home location.

Charles Green, Director of Strategy
& Regeneration, SCC
people are the supermarket, shopping centre,
pub or playground and asks straightforward
questions about complex issues that people can
easily respond to. As well as a consultation tool,
PA is a process that should build capacity within the community. Local people need
opportunities to develop their skills and this can be achieved by involving them in
Undertaking PA regeneration activities such as the design and facilitation of community events.
Careful planning is essential to any piece of PA work. Time should be spent agreeing
Learning from the Salford experience
the aims and objectives, establishing commitment to the approach and securing
adequate resources. Like any engagement process, PA can raise expectations, which can be a problem if
the community cannot see evidence of tangible change. To avoid this, PA practitioners
In Charlestown and Lower Kersal NDC, key stages of the PA process were the need to find ways of ensuring that all key stakeholders within the regeneration context
establishment of the steering group, recruitment of the PA team, training, data recognise the value of the process and are open to using PA in the design and
collection, data verification, data analysis / report writing and action planning / project development of project activity. Its also important that PA workers are well linked
development. with project workers and that they have access to training in action planning. In
The PA team collected data by visiting existing groups, attending community events order to keep the community fully informed of progress, it is necessary to develop
and interviewing people on the streets (outside shops, at bus stops etc.). They selected a communications strategy to run alongside the PA activity.
2 NO MORE STICKY DOTS NO MORE STICKY DOTS 3

from a variety of tools, taking into consideration the time that people had available,
Executive Summary their location and the people they were targeting. A key lesson emerging from this
experience was that there is a danger of relying too heavily on a small number of
When Salford City Council (SCC) was given an opportunity in November 1999 to bid tools. Workers need ongoing support and encouragement to enable them to try out
for New Deal for Communities (NDC) funding for the Charlestown and Lower Kersal new approaches.
area, local agencies met together to try and find a methodology that would give
residents a voice and put them at the heart of the regeneration process. What PA brings to urban
Salford City Council has regeneration
Participatory Appraisal (or PA) gave this opportunity it could provide a means of
consulting residents and involving them in decision making and project development
throughout the lifetime of the NDC. This was a bold step by SCC; PA was largely
untested in the UK, particularly for a large scale, mainstream local authority
regeneration programme, and a considerable amount of NDC funding was at stake.
Six years on and Charlestown and Lower Kersal have learned a lot from the
experience of using PA to support the regeneration process. This report draws on

learned a lot from the
experience of using PA
in the NDC. We engaged
a wide range of people
in the early stages of
preparing the Delivery
PA can add considerable value to the
regeneration context by accessing the views
of a diverse range of people whilst also seeking
to build capacity within the community.
In Charlestown and Lower Kersal, the PA team

became a highly visible and acceptable face of
these experiences to illustrate what PA is all about and how it can be used within a
plan and did so in a the NDC. The public presence of the PA team
regeneration context. way that was fun for enabled them to build trust in the NDC by
everybody involved. Now demonstrating that something was really
About PA there is lots of potential happening. Crucially, the team generated a
The starting position for PA is that local people are experts in their own lives and to involve the community substantial amount of data about local needs,
in the development as expressed by residents, and that informed
where they live; it assumes that any local developments should be responsive to the
and delivery of the NDC Delivery Plan.
views and perspectives of local people. Drawing on a set of principles that emphasise
inclusivity and flexibility, PA uses a range of creative and visual tools to work with individual projects. PA is lively, accessible and fun. It goes to where
individuals and groups in any given setting.
Crucially, PA acknowledges that the community is not a homogenous group. Factors

such as gender, age, literacy and ethnicity all have a significant bearing on peoples
perspectives. Within Charlestown and Lower Kersal NDC, the PA team sought out
these differing experiences and monitored age, gender and home location.

Charles Green, Director of Strategy
& Regeneration, SCC
people are the supermarket, shopping centre,
pub or playground and asks straightforward
questions about complex issues that people can
easily respond to. As well as a consultation tool,
PA is a process that should build capacity within the community. Local people need
opportunities to develop their skills and this can be achieved by involving them in
Undertaking PA regeneration activities such as the design and facilitation of community events.
Careful planning is essential to any piece of PA work. Time should be spent agreeing
Learning from the Salford experience
the aims and objectives, establishing commitment to the approach and securing
adequate resources. Like any engagement process, PA can raise expectations, which can be a problem if
the community cannot see evidence of tangible change. To avoid this, PA practitioners
In Charlestown and Lower Kersal NDC, key stages of the PA process were the need to find ways of ensuring that all key stakeholders within the regeneration context
establishment of the steering group, recruitment of the PA team, training, data recognise the value of the process and are open to using PA in the design and
collection, data verification, data analysis / report writing and action planning / project development of project activity. Its also important that PA workers are well linked
development. with project workers and that they have access to training in action planning. In
The PA team collected data by visiting existing groups, attending community events order to keep the community fully informed of progress, it is necessary to develop
and interviewing people on the streets (outside shops, at bus stops etc.). They selected a communications strategy to run alongside the PA activity.

Mainstreaming participation and particularly integrating PA into existing
1 Introduction the beginnings
regeneration structures and hierarchies can present challenges, and has not
happened as extensively as it could have done in Salford. Key decision makers of the Salford experience
may be resistant because they feel their role is under threat or because they are
Photo: Nick Harrison for Charlestown and Lower Kersal NDC

concerned that the PA process is not sufficiently scientific or rigorous. From an What is it, where is it,
early stage, stakeholders need to be aware of PA principles and processes and the why is it: New Deal for
benefits it can bring. Existing decision-making Communities (NDC)
processes may need to be modified and
New Deal for Communities (often
It was exciting to community capacity building is essential. referred to as NDC) is a key programme
be involved in the PA
process. It was a different
way of doing things and
it made it possible for
the community to be
at the heart of the
However it is also important to take in to
account the wider structural factors that
can impact on how participation can be
mainstreamed into existing regeneration
structures. In the case of the Salford NDC
this included the lead-in time for getting
in the Governments strategy to tackle
multiple deprivation in 39 of the most
deprived neighbourhoods in England.
This gives some of the poorest
communities the resources to tackle
their problems in an intensive and
co-ordinated way. The aim is to bridge
the gap between these neighbourhoods
regeneration programme. a new organisation staffed and up and and the rest of the country.

Alison Burnett, NDC Strategic Planning &
Development Manager
running in operational terms, and balancing
community involvement with expectations
to see things happening quickly on
the ground.
Establishing a multi agency steering group to oversee the PA process can be very
useful. Its important to clearly define the roles and responsibilities of individual
The problems of each area are unique
but partnerships aim to tackle five key
issues of poor job prospects, high
levels of crime, educational under-
achievement, poor health, and problems
with the physical environment. The
target is to achieve the outcomes that
will bring real benefit to people living
Salford doorsteps
Charlestown and Lower Kersal is located in the east of

Salford and within a ten-minute drive of Manchester City
Centre. The neighbourhood stands out as an area in
Salford that has concentrated regeneration problems that
partners and ensure they can make a long term commitment to supporting the PA in deprived neighbourhoods.
process. Having an experienced practitioner in PA on board is vital if introducing accord with the priority issues the governments New Deal
Key characteristics for Communities programme was established to tackle.
PA to an area for the first time.
of NDC are: Despite these challenges, Charlestown and Lower Kersal
Local people employed as PA workers bring a good Long-term commitment to deliver has many strengths and assets, including a well-defined
local knowledge, an empathy with other residents and a Its a brilliant real change community with strong links in terms of family, services,
commitment to make the regeneration project a success.
However local people are never off duty and may have
a very steep learning curve. A high degree of resourcing
to provide adequate training, mentoring and supervision
is essential.
way of growing
your own local
talent. You can
take someone
with an interest
in the community
and help them
Community involvement and
ownership
Joined up thinking and solutions.
jobs and education.
New Deal for Communities (NDC) has given the

Charlestown and Lower Kersal area the opportunity
to access significant sums of regeneration funding.
Significantly, it also made money available before the start of the programme to
fund work to find out the communitys needs to establish how local people would
like to see the regeneration money spent.
to contribute.

In many other areas of the UK this period of assessing community needs typically
PA team member
follows fairly established lines. Consultants are employed to do survey work,
households are subjected to written questionnaires and face-to-face interviews, and
existing data is collated and analysed. Such work commonly results in low response

Mainstreaming participation and particularly integrating PA into existing
1 Introduction the beginnings
regeneration structures and hierarchies can present challenges, and has not
happened as extensively as it could have done in Salford. Key decision makers of the Salford experience
may be resistant because they feel their role is under threat or because they are

concerned that the PA process is not sufficiently scientific or rigorous. From an What is it, where is it,
early stage, stakeholders need to be aware of PA principles and processes and the why is it: New Deal for
benefits it can bring. Existing decision-making Communities (NDC)
processes may need to be modified and
New Deal for Communities (often
It was exciting to community capacity building is essential. referred to as NDC) is a key programme
be involved in the PA
process. It was a different
way of doing things and
it made it possible for
the community to be
at the heart of the
However it is also important to take in to
account the wider structural factors that
can impact on how participation can be
mainstreamed into existing regeneration
structures. In the case of the Salford NDC
this included the lead-in time for getting
in the Governments strategy to tackle
multiple deprivation in 39 of the most
deprived neighbourhoods in England.
This gives some of the poorest
communities the resources to tackle
their problems in an intensive and
co-ordinated way. The aim is to bridge
the gap between these neighbourhoods
regeneration programme. a new organisation staffed and up and and the rest of the country.

Alison Burnett, NDC Strategic Planning &
Development Manager
running in operational terms, and balancing
community involvement with expectations
to see things happening quickly on
the ground.
Establishing a multi agency steering group to oversee the PA process can be very
useful. Its important to clearly define the roles and responsibilities of individual
The problems of each area are unique
but partnerships aim to tackle five key
issues of poor job prospects, high
levels of crime, educational under-
achievement, poor health, and problems
with the physical environment. The
target is to achieve the outcomes that
will bring real benefit to people living
Salford doorsteps
Charlestown and Lower Kersal is located in the east of

Salford and within a ten-minute drive of Manchester City
Centre. The neighbourhood stands out as an area in
Salford that has concentrated regeneration problems that
partners and ensure they can make a long term commitment to supporting the PA in deprived neighbourhoods.
process. Having an experienced practitioner in PA on board is vital if introducing accord with the priority issues the governments New Deal
Key characteristics for Communities programme was established to tackle.
PA to an area for the first time.
of NDC are: Despite these challenges, Charlestown and Lower Kersal
Local people employed as PA workers bring a good Long-term commitment to deliver has many strengths and assets, including a well-defined
local knowledge, an empathy with other residents and a Its a brilliant real change community with strong links in terms of family, services,
commitment to make the regeneration project a success.
However local people are never off duty and may have
a very steep learning curve. A high degree of resourcing
to provide adequate training, mentoring and supervision
is essential.
way of growing
your own local
talent. You can
take someone
with an interest
in the community
and help them
Community involvement and
ownership
Joined up thinking and solutions.
jobs and education.
New Deal for Communities (NDC) has given the

Charlestown and Lower Kersal area the opportunity
to access significant sums of regeneration funding.
Significantly, it also made money available before the start of the programme to
fund work to find out the communitys needs to establish how local people would
like to see the regeneration money spent.
to contribute.

In many other areas of the UK this period of assessing community needs typically
PA team member
follows fairly established lines. Consultants are employed to do survey work,
households are subjected to written questionnaires and face-to-face interviews, and
existing data is collated and analysed. Such work commonly results in low response

rates and limited engagement: here however a different approach was sought. Salford This report describes what PA is all about and relates this to the experience of
City Council (SCC), the NDC lead body, and other local agencies were keen to find a Charlestown and Lower Kersal NDC. Its application there was a bold step and
methodology that would engage with residents meaningfully, something that would many lessons have been learnt along the way; these are shared here to help others
make people feel they were being listened to, that their views were paramount and understand what is different about PA, to highlight some of the issues raised by
that would speak their language. It was also important that it would build capacity its use, but ultimately to demonstrate what a difference it can in fact make to
within the community to enable residents to be involved in decision-making and regeneration in the UK.
project development throughout the lifetime of the NDC.
Participatory Appraisal or PA gave this opportunity as its principles reflected what

SCC and local agencies wanted to see happen in the area. But, while it is an
approach that is widely used in an international development context, it had rarely
been used in the UK on such a large-scale area based programme. There is no doubt
then that in adopting PA the Council was taking a big risk here was an approach
that was largely untested in the UK, particularly for a mainstream regeneration
programme. Even more significant was the fact that a large amount of New Deal
money was at stake. So, the needs assessment phase of the programme had to
be done well and here was a local authority willing to try a new way of working.
Local agencies were not without support though. Oxfam is one of the agencies at
the forefront of promoting the benefits of PA, and its enthusiasm to be involved
throughout the process meant that the best possible advice, support and guidance
about using PA were on hand. A partnership was born and the PA process began
in July 2000 with the recruitment of the PA team for Charlestown and Lower Kersal.
Over a sixteen-month period of dedication

About Charlestown and Lower Kersal
and enthusiasm by local people working
Located in the east of Salford, it is a community
alongside Salford City Council and a wide
defined by physical boundaries roads, rivers
and railway lines. range of other partners, a comprehensive
regeneration strategy for the area was
It has in the region of 3,400 households, a
population of almost 10,000, predominantly white. produced, which formed the basis for a bid
It consists of mixed tenure housing with the for NDC funding. In April 2001 53 million in
highest percentage being in Council ownership. NDC funding was secured to regenerate the
What residents like about their area: community Charlestown and Lower Kersal area over a
spirit, facilities and events; its a good place to live; ten-year period (2001-2011).
the treasures that need protecting e.g. Jewish
Cemetery and the Co-op building.
What residents dont like about their area: it is a
declining area; people are leaving; property is in
negative equity; there is increasing vandalism
and crime.

rates and limited engagement: here however a different approach was sought. Salford This report describes what PA is all about and relates this to the experience of
City Council (SCC), the NDC lead body, and other local agencies were keen to find a Charlestown and Lower Kersal NDC. Its application there was a bold step and
methodology that would engage with residents meaningfully, something that would many lessons have been learnt along the way; these are shared here to help others
make people feel they were being listened to, that their views were paramount and understand what is different about PA, to highlight some of the issues raised by
that would speak their language. It was also important that it would build capacity its use, but ultimately to demonstrate what a difference it can in fact make to
within the community to enable residents to be involved in decision-making and regeneration in the UK.
project development throughout the lifetime of the NDC.
Participatory Appraisal or PA gave this opportunity as its principles reflected what

SCC and local agencies wanted to see happen in the area. But, while it is an
approach that is widely used in an international development context, it had rarely
been used in the UK on such a large-scale area based programme. There is no doubt
then that in adopting PA the Council was taking a big risk here was an approach
that was largely untested in the UK, particularly for a mainstream regeneration
programme. Even more significant was the fact that a large amount of New Deal
money was at stake. So, the needs assessment phase of the programme had to
be done well and here was a local authority willing to try a new way of working.
Local agencies were not without support though. Oxfam is one of the agencies at
the forefront of promoting the benefits of PA, and its enthusiasm to be involved
throughout the process meant that the best possible advice, support and guidance
about using PA were on hand. A partnership was born and the PA process began
in July 2000 with the recruitment of the PA team for Charlestown and Lower Kersal.
Over a sixteen-month period of dedication

About Charlestown and Lower Kersal
and enthusiasm by local people working
Located in the east of Salford, it is a community
alongside Salford City Council and a wide
defined by physical boundaries roads, rivers
and railway lines. range of other partners, a comprehensive
regeneration strategy for the area was
It has in the region of 3,400 households, a
population of almost 10,000, predominantly white. produced, which formed the basis for a bid
It consists of mixed tenure housing with the for NDC funding. In April 2001 53 million in
highest percentage being in Council ownership. NDC funding was secured to regenerate the
What residents like about their area: community Charlestown and Lower Kersal area over a
spirit, facilities and events; its a good place to live; ten-year period (2001-2011).
the treasures that need protecting e.g. Jewish
Cemetery and the Co-op building.
What residents dont like about their area: it is a
declining area; people are leaving; property is in
negative equity; there is increasing vandalism
and crime.

Helping people to understand and engage with the decision-making structures
2 About PA a little bit about its that surround them.
background and philosophy
Importantly, PA should lead to a positive outcome. There should be change in how
PA is one tool in a family of approaches commonly used in an decisions are made and how services are delivered. It is far from being a community
international development context. Participatory Rapid Rural consultation or involvement tool; it is about real participation and challenging the
PA reaches the
Appraisal, Participatory Rural Appraisal and Participatory status quo.
parts that others

cant reach. It
enables more
Learning and Action have all been used to refer to similar ways
of working, but PA is how it has become known in the UK. PA and different points of view and gender particularly

people to give PA grew out of the frustration that many traditional information
IMPORTANT LESSONS:
their view. gathering and action planning methods are framed by
Community participation in the PA process

outsiders to any community the questions being asked, the
Seconded PA team must be monitored to ensure the widest
member collation and analysis of the findings, and the production of spread of individuals are reached.
recommendations are all controlled by people who commonly
Different approaches are needed to reach
do not live in or have direct experience of the locality under different people within the community
scrutiny. Turning this practice on its head, PA emphasises the fact that local people no one method will reach everyone. Go to
are experts in their own lives and where they live; its starting point is that the views where people are rather than expect them
to come to you.
and priorities of residents should be the focus for any local planning and action. PA
enables residents to speak in their own words and in their own space, to voice their Consideration must be given to how the
different perspectives gathered can be built
concerns and to suggest how things can be improved. They guide the data collection
into project development and planning.
and use it to inform and be involved in the decisions that are made about their area. Plan how to collate and understand the
data collected; aim to avoid losing gender
PA is based on a set of principles that focus on inclusivity and flexibility, on gathering
specific and other individual experiences
and processing a broad range of views, and on understanding the issues from when data is aggregated.
different perspectives. It applies visual and creative techniques that do not rely on
literacy and that enable people to participate at a level they feel comfortable with.
Verification Event, November 2000
Importantly, PA is taken to where people are, it will work with them individually or in
groups, and for any duration. Many traditional engagement methods aggregate their findings and overlook what
individuals say differently about an area or an issue. Since PA focuses on seeking
So, the following characteristics make PA somewhat different to many more traditional
out and understanding different points of view it explores life in an area from the
ways of working:
perspective of both men and women. More than this, it also seeks out the differences
Focusing on the diversity of views, knowledge that reflect peoples age, disability, race, literacy and educational experience too. In
and experience of local people. fact it focuses on the diversity.
PA is based on an
Exploring not only what the situation is, but also
why and how it came to be that way.
Enabling residents to be involved in collecting, interactive rather

than extractive
process of research.
So, why is this significant? Lets take gender difference as an example: on the surface
it may seem that women have significant influence over local community life. Indeed,
much community work engages with them and they are often highly visible at the
processing, communicating and owning information.
Using inclusive, accessible and flexible tools that

people can engage with easily.
July 00 - March 01

PA team report of their work,
forefront of voluntary activity, commonly involved in running local groups. But
PA explores where the power truly lies are women nominated as community
representatives on regeneration partnerships, do women chair working and steering
groups, are they the local Councillors, and are they the senior decision makers at

Helping people to understand and engage with the decision-making structures
2 About PA a little bit about its that surround them.
background and philosophy
Importantly, PA should lead to a positive outcome. There should be change in how
PA is one tool in a family of approaches commonly used in an decisions are made and how services are delivered. It is far from being a community
international development context. Participatory Rapid Rural consultation or involvement tool; it is about real participation and challenging the
PA reaches the
Appraisal, Participatory Rural Appraisal and Participatory status quo.
parts that others

cant reach. It
enables more
Learning and Action have all been used to refer to similar ways
of working, but PA is how it has become known in the UK. PA and different points of view and gender particularly

people to give PA grew out of the frustration that many traditional information
IMPORTANT LESSONS:
their view. gathering and action planning methods are framed by
Community participation in the PA process

outsiders to any community the questions being asked, the
Seconded PA team must be monitored to ensure the widest
member collation and analysis of the findings, and the production of spread of individuals are reached.
recommendations are all controlled by people who commonly
Different approaches are needed to reach
do not live in or have direct experience of the locality under different people within the community
scrutiny. Turning this practice on its head, PA emphasises the fact that local people no one method will reach everyone. Go to
are experts in their own lives and where they live; its starting point is that the views where people are rather than expect them
to come to you.
and priorities of residents should be the focus for any local planning and action. PA
enables residents to speak in their own words and in their own space, to voice their Consideration must be given to how the
different perspectives gathered can be built
concerns and to suggest how things can be improved. They guide the data collection
into project development and planning.
and use it to inform and be involved in the decisions that are made about their area. Plan how to collate and understand the
data collected; aim to avoid losing gender
PA is based on a set of principles that focus on inclusivity and flexibility, on gathering
specific and other individual experiences
and processing a broad range of views, and on understanding the issues from when data is aggregated.
different perspectives. It applies visual and creative techniques that do not rely on
literacy and that enable people to participate at a level they feel comfortable with.
Verification Event, November 2000
Importantly, PA is taken to where people are, it will work with them individually or in
groups, and for any duration. Many traditional engagement methods aggregate their findings and overlook what
individuals say differently about an area or an issue. Since PA focuses on seeking
So, the following characteristics make PA somewhat different to many more traditional
out and understanding different points of view it explores life in an area from the
ways of working:
perspective of both men and women. More than this, it also seeks out the differences
Focusing on the diversity of views, knowledge that reflect peoples age, disability, race, literacy and educational experience too. In
and experience of local people. fact it focuses on the diversity.
PA is based on an
Exploring not only what the situation is, but also
why and how it came to be that way.
Enabling residents to be involved in collecting, interactive rather

than extractive
process of research.
So, why is this significant? Lets take gender difference as an example: on the surface
it may seem that women have significant influence over local community life. Indeed,
much community work engages with them and they are often highly visible at the
processing, communicating and owning information.
Using inclusive, accessible and flexible tools that

people can engage with easily.
July 00 - March 01

PA team report of their work,
forefront of voluntary activity, commonly involved in running local groups. But
PA explores where the power truly lies are women nominated as community
representatives on regeneration partnerships, do women chair working and steering
groups, are they the local Councillors, and are they the senior decision makers at

the local authority and other agencies? If women are not central to decision making Where PA is used in these different ways there needs to be a
processes through direct representation or exerting influence then their views and clear understanding and commitment from all involved about
PA has a huge
perspectives will not be heard, and resources will not be allocated to address their
specific needs. Such insights inform how information is gathered, understood and
used to develop projects and affect service delivery.
Since the reality of living in and experiencing a place will vary depending on
individuals different situations and their gender, PA seeks out these differences and
gives them a voice in the processes of prioritisation and action planning, and in the

amount to offer.
NDC Building
Communities
Task Group member
how it can be applied and for what outcomes.
This situation was reflected in Charlestown and Lower Kersal,

where accessing information about community needs and
aspirations was very successful. It has
been much harder however for a whole IMPORTANT LESSON:
raft of reasons to use PA in the project It is important to consider
development of projects. planning and implementation phases of the programme. More how PA can be used through
all stages of the regeneration
traditional approaches have largely taken over, leading to a
In practice, keeping a handle on this focus on diversity can be tricky and indeed programme, beyond the needs
frustration and concern that the good will generated in the assessment phase.
easily overlooked. In Charlestown and Lower Kersal NDC, much of the PA needs
needs assessment phase is in danger of being lost.
assessment work took place on the streets and with community groups, leading
somewhat inevitably to a high level of contact with women. Monitoring took place at
each event however by asking participants to place colour coded sticky dots onto a Is PA warm and fluffy or an example of good
base map of the area and allowed for gaps to be identified. Indeed this vigilance research practice?
highlighted that men, particularly young men, were being missed out. Different Although its
approaches were clearly needed and the PA team visited local pubs and the fishing
club in a deliberate attempt to target them. Where they were less successful was in
ensuring the different perspectives gathered were reflected in their reporting and
project development thereafter.
When to use PA

fun, it doesnt
mean that
its not good
qualitative and
quantitative
material.
Of course there will be poor examples of PA as well as the
many cases of good practice. But even when done well this
kind of engagement work can suffer from a cynical warm and
fluffy label lots of good work to engage residents, but very
little hard, useable data compared to, say, a traditional survey
undertaken by statisticians.
This shouldnt be the case though. PA is a rigorous process

Collecting data about the needs in a community, collating and analysing that
information, and then producing recommendations for future action are the situations
in which PA is most commonly used. Somewhat less obvious, but equally appropriate,
is its application in moving such recommendations forward in project design,
planning and implementation, and indeed in monitoring and evaluation.
EXAMPLE
Seconded PA
team member

sense of participation.
that captures both quantitative and, perhaps more importantly,
qualitative data. It penetrates to a deeper level of under-
standing about issues than other methods and reaches a broad
audience that reflects the diversity of a locality, while still generating a real buzz and
Verifying information through a process known as triangulation using a variety

of methods and sources to cross check information with different sections of the
Different perspectives about the barriers to employment in
community helps ensure a high level of confidence in the
Charlestown and Lower Kersal
accuracy of the results and gives some reassurance to those IMPORTANT LESSON:
According to women the barriers to employment include: bad wages, poor less comfortable with such a participatory approach. More Cross checking the data generated
job choice, and lack of registered childcare provision. traditional research methods were employed in Charlestown by PA against other sources of
and Lower Kersal to do this, including a household survey and information is a critical part of
According to men the barriers to employment include: bad wages, poor job
the process. This is known
choice, and poor public transport. a whole systems event, but these ran alongside the teams
as triangulation.
continued use of PA to verify their earlier findings.
According to paid workers in the area the barriers to employment include:
low self-confidence and self-esteem in the workforce.

the local authority and other agencies? If women are not central to decision making Where PA is used in these different ways there needs to be a
processes through direct representation or exerting influence then their views and clear understanding and commitment from all involved about
PA has a huge
perspectives will not be heard, and resources will not be allocated to address their
specific needs. Such insights inform how information is gathered, understood and
used to develop projects and affect service delivery.
Since the reality of living in and experiencing a place will vary depending on
individuals different situations and their gender, PA seeks out these differences and
gives them a voice in the processes of prioritisation and action planning, and in the

amount to offer.
NDC Building
Communities
Task Group member
how it can be applied and for what outcomes.
This situation was reflected in Charlestown and Lower Kersal,

where accessing information about community needs and
aspirations was very successful. It has
been much harder however for a whole IMPORTANT LESSON:
raft of reasons to use PA in the project It is important to consider
development of projects. planning and implementation phases of the programme. More how PA can be used through
all stages of the regeneration
traditional approaches have largely taken over, leading to a
In practice, keeping a handle on this focus on diversity can be tricky and indeed programme, beyond the needs
frustration and concern that the good will generated in the assessment phase.
easily overlooked. In Charlestown and Lower Kersal NDC, much of the PA needs
needs assessment phase is in danger of being lost.
assessment work took place on the streets and with community groups, leading
somewhat inevitably to a high level of contact with women. Monitoring took place at
each event however by asking participants to place colour coded sticky dots onto a Is PA warm and fluffy or an example of good
base map of the area and allowed for gaps to be identified. Indeed this vigilance research practice?
highlighted that men, particularly young men, were being missed out. Different Although its
approaches were clearly needed and the PA team visited local pubs and the fishing
club in a deliberate attempt to target them. Where they were less successful was in
ensuring the different perspectives gathered were reflected in their reporting and
project development thereafter.
When to use PA

fun, it doesnt
mean that
its not good
qualitative and
quantitative
material.
Of course there will be poor examples of PA as well as the
many cases of good practice. But even when done well this
kind of engagement work can suffer from a cynical warm and
fluffy label lots of good work to engage residents, but very
little hard, useable data compared to, say, a traditional survey
undertaken by statisticians.
This shouldnt be the case though. PA is a rigorous process

Collecting data about the needs in a community, collating and analysing that
information, and then producing recommendations for future action are the situations
in which PA is most commonly used. Somewhat less obvious, but equally appropriate,
is its application in moving such recommendations forward in project design,
planning and implementation, and indeed in monitoring and evaluation.
EXAMPLE
Seconded PA
team member

sense of participation.
that captures both quantitative and, perhaps more importantly,
qualitative data. It penetrates to a deeper level of under-
standing about issues than other methods and reaches a broad
audience that reflects the diversity of a locality, while still generating a real buzz and
Verifying information through a process known as triangulation using a variety

of methods and sources to cross check information with different sections of the
Different perspectives about the barriers to employment in
community helps ensure a high level of confidence in the
Charlestown and Lower Kersal
accuracy of the results and gives some reassurance to those IMPORTANT LESSON:
According to women the barriers to employment include: bad wages, poor less comfortable with such a participatory approach. More Cross checking the data generated
job choice, and lack of registered childcare provision. traditional research methods were employed in Charlestown by PA against other sources of
and Lower Kersal to do this, including a household survey and information is a critical part of
According to men the barriers to employment include: bad wages, poor job
the process. This is known
choice, and poor public transport. a whole systems event, but these ran alongside the teams
as triangulation.
continued use of PA to verify their earlier findings.
According to paid workers in the area the barriers to employment include:
low self-confidence and self-esteem in the workforce.

3 A brief insight into undertaking PA Putting PA on the ground
While the exact steps will vary in different situations, a People know me and trust

PA is not unique in the field of community engagement
work as with other approaches it is easy to lose sight
of the underpinning principles and the reasons why this

In itself, PA doesnt do
the empowering thing.
piece of PA work does need careful planning. From a
strategic point of view time needs to be spent in agreeing
the aims and objectives, establishing commitment to this
approach and securing adequate resources. On a more
practical note, plans need to consider what techniques to
me, they see my face
in the community.
PA team member
method was selected once the work begins. Pressure

from external timescales and other agencies, poor
planning, and all kinds of practical difficulties can affect
what is happening on the ground.
NDC Building Communities Task
Group member
Its therefore important to keep an eye on the ball, to keep checking back to the
use, for what purpose and in what situations, how different
audiences can be reached, what ongoing monitoring is necessary, and whether the PA
workers have any training needs, together with consideration of their ongoing support.
Perhaps surprisingly, one of the real dangers of any research / information gathering
process is that too much data can be gathered. Its collation and analysis is then
overwhelming and the depth, detail and character of the data can be easily lost
original goals for the work and to be sure that the practice really does reflect the
anticipating these issues from the outset is critical but there are PA tools that can be
principles of PA. This may be relatively straightforward in terms of the practical
used for this task.
work of PA in ensuring everyone has the opportunity to express themselves,
building trust with residents, valuing everyones perspectives and using a variety of In the early stages of a PA process its important to think about what kinds of
appropriate tools. In Charlestown and Lower Kersal this was the case: there was information are required, why it is needed, and how accurate it needs to be
a real commitment to apply and learn from PA; over 3,000 residents were reached (often described as optimal ignorance and appropriate imprecision in PA speak).
through the use of participatory, interactive and appropriate tools; and three local Considering how the results will be collated and analysed is equally relevant when
people were recruited and trained to do the PA work, bringing new skills into the area. will this happen through participative methods and when will the team do it? Thought
needs to be given to triangulation and the methods that will be used to verify the
But what is often overlooked is the big picture. Do the decision makers believe that
data collection and equally important is the need to consider how the results will be
sharing power with residents will enhance their authority, are the local partnerships
communicated; the principles of PA would require that participants can understand the
and organisations structured in a way that enables residents to get involved and have
findings and can recognise their input.
a voice, and is there a commitment from other agencies to listen and respond to the
findings from the PA process? PA cannot be truly successful if these kinds of issues Difficulties were encountered in Charlestown and IMPORTANT LESSONS:
are not addressed. The principles of providing meaningful participation in decision- Lower Kersal when the team came to collate, analyse Consideration needs to be given
and make sense of the PA findings. An almost to how data will be collected, analysed,
making structures need to be promoted and understood from the outset. There is
collated and disseminated, from the outset.
some debate about whether this happened in Charlestown and Lower Kersal. No overwhelming amount of data had been gathered and
Participants to the PA process should be
one believes there has been any attempt to override the principles and findings of the the team were almost at a loss about what to do with it
involved at all stages in data collection,
PA process, but there are certainly tensions about the all. Anticipating this from the outset would have helped collation, analysis and dissemination.
degree to which the formal decision-making structures IMPORTANT LESSON: develop a strategy for when they reached this point.
and indeed the decisions made are any different to what It is important to remember that PA
would have been the case without PA. However, there should be an empowering process.
This requires a great deal of political
appears to have been a different understanding at the
will to respond to the findings of PA
outset of the Salford experience of whether PA was a and indeed to change decision making
tool for facilitating community involvement or a way of structures if required. PA should not
fundamentally changing how decisions are made at be entered into without such high
all levels. levels of political support.

3 A brief insight into undertaking PA Putting PA on the ground
While the exact steps will vary in different situations, a People know me and trust

PA is not unique in the field of community engagement
work as with other approaches it is easy to lose sight
of the underpinning principles and the reasons why this

In itself, PA doesnt do
the empowering thing.
piece of PA work does need careful planning. From a
strategic point of view time needs to be spent in agreeing
the aims and objectives, establishing commitment to this
approach and securing adequate resources. On a more
practical note, plans need to consider what techniques to
me, they see my face
in the community.
PA team member
method was selected once the work begins. Pressure

from external timescales and other agencies, poor
planning, and all kinds of practical difficulties can affect
what is happening on the ground.
NDC Building Communities Task
Group member
Its therefore important to keep an eye on the ball, to keep checking back to the
use, for what purpose and in what situations, how different
audiences can be reached, what ongoing monitoring is necessary, and whether the PA
workers have any training needs, together with consideration of their ongoing support.
Perhaps surprisingly, one of the real dangers of any research / information gathering
process is that too much data can be gathered. Its collation and analysis is then
overwhelming and the depth, detail and character of the data can be easily lost
original goals for the work and to be sure that the practice really does reflect the
anticipating these issues from the outset is critical but there are PA tools that can be
principles of PA. This may be relatively straightforward in terms of the practical
used for this task.
work of PA in ensuring everyone has the opportunity to express themselves,
building trust with residents, valuing everyones perspectives and using a variety of In the early stages of a PA process its important to think about what kinds of
appropriate tools. In Charlestown and Lower Kersal this was the case: there was information are required, why it is needed, and how accurate it needs to be
a real commitment to apply and learn from PA; over 3,000 residents were reached (often described as optimal ignorance and appropriate imprecision in PA speak).
through the use of participatory, interactive and appropriate tools; and three local Considering how the results will be collated and analysed is equally relevant when
people were recruited and trained to do the PA work, bringing new skills into the area. will this happen through participative methods and when will the team do it? Thought
needs to be given to triangulation and the methods that will be used to verify the
But what is often overlooked is the big picture. Do the decision makers believe that
data collection and equally important is the need to consider how the results will be
sharing power with residents will enhance their authority, are the local partnerships
communicated; the principles of PA would require that participants can understand the
and organisations structured in a way that enables residents to get involved and have
findings and can recognise their input.
a voice, and is there a commitment from other agencies to listen and respond to the
findings from the PA process? PA cannot be truly successful if these kinds of issues Difficulties were encountered in Charlestown and IMPORTANT LESSONS:
are not addressed. The principles of providing meaningful participation in decision- Lower Kersal when the team came to collate, analyse Consideration needs to be given
and make sense of the PA findings. An almost to how data will be collected, analysed,
making structures need to be promoted and understood from the outset. There is
collated and disseminated, from the outset.
some debate about whether this happened in Charlestown and Lower Kersal. No overwhelming amount of data had been gathered and
Participants to the PA process should be
one believes there has been any attempt to override the principles and findings of the the team were almost at a loss about what to do with it
involved at all stages in data collection,
PA process, but there are certainly tensions about the all. Anticipating this from the outset would have helped collation, analysis and dissemination.
degree to which the formal decision-making structures IMPORTANT LESSON: develop a strategy for when they reached this point.
and indeed the decisions made are any different to what It is important to remember that PA
would have been the case without PA. However, there should be an empowering process.
This requires a great deal of political
appears to have been a different understanding at the
will to respond to the findings of PA
outset of the Salford experience of whether PA was a and indeed to change decision making
tool for facilitating community involvement or a way of structures if required. PA should not
fundamentally changing how decisions are made at be entered into without such high
all levels. levels of political support.

EXAMPLE
What makes PA different from many other methods is its use of creative and visual tools
Key stages in the PA process in Charlestown and Lower Kersal NDC the examples of love / hate line, headlines and problem wall / solution tree all have
tantalising names that encourage further investigation and participation! Their other
July 2000: recruitment of the February 2001: D-Day event a important feature is transparency; everyone who is involved gets to see the overall
team three residents and three large community event attended
picture, numbers are not crunched behind closed doors and all the issues are open to
secondees from local agencies. by more than 600 residents that
examined the proposed ideas for debate. The use of coloured sticky dots to indicate participants age, gender and locality
five days initial training for the staff addressing the communitys needs. means that everyone can see exactly who is and who isnt giving their views.
team in PA principles and methods.
February/March 2001: Data analysis There may be some temptation to stick with the easiest
July- October 2000: data collection and report writing summary report tools, ones that the practitioners feel most comfortable with
PA catches the
accessing residents to establish to inform the NDC Delivery Plan. and which participants can engage with more easily and
their needs, priorities and
solutions; visiting existing groups;
attending existing community
events; Dip Days where the team
April 2001: NDC Delivery Plan
approved and 53 million awarded
to regenerate Charlestown/Lower
there is some evidence that this happened in Charlestown
and Lower Kersal. In reality a number of factors will
influence which tools are selected for which situations,
imagination of
everyone at all
sorts of levels.
were literally on the streets

(outside shops, at bus stops etc)
engaging with residents; supported
by ongoing training and support.
November 2000: data verification

a hired trailer went out into the
Kersal over a ten-year period.
Summer 2002: independent

evaluation of the PA process.
Ongoing work: action planning /

project development using the
including the following:

Charles Green, Director of
Strategy & Regeneration, SCC
community for 10 days to test the findings to design, plan and

information already collected and develop projects to meet
to fill gaps. specific needs.
The Charlestown and Lower Kersal PA Team, Verification Event, November 2000
14 NO MORE STICKY DOTS 15 MAKING WAVES IN WALSALL NO MORE STICKY DOTS 15

EXAMPLE
What makes PA different from many other methods is its use of creative and visual tools
Key stages in the PA process in Charlestown and Lower Kersal NDC the examples of love / hate line, headlines and problem wall / solution tree all have
tantalising names that encourage further investigation and participation! Their other
July 2000: recruitment of the February 2001: D-Day event a important feature is transparency; everyone who is involved gets to see the overall
team three residents and three large community event attended
picture, numbers are not crunched behind closed doors and all the issues are open to
secondees from local agencies. by more than 600 residents that
examined the proposed ideas for debate. The use of coloured sticky dots to indicate participants age, gender and locality
five days initial training for the staff addressing the communitys needs. means that everyone can see exactly who is and who isnt giving their views.
team in PA principles and methods.
February/March 2001: Data analysis There may be some temptation to stick with the easiest
July- October 2000: data collection and report writing summary report tools, ones that the practitioners feel most comfortable with
PA catches the
accessing residents to establish to inform the NDC Delivery Plan. and which participants can engage with more easily and
their needs, priorities and
solutions; visiting existing groups;
attending existing community
events; Dip Days where the team
April 2001: NDC Delivery Plan
approved and 53 million awarded
to regenerate Charlestown/Lower
there is some evidence that this happened in Charlestown
and Lower Kersal. In reality a number of factors will
influence which tools are selected for which situations,
imagination of
everyone at all
sorts of levels.
were literally on the streets

(outside shops, at bus stops etc)
engaging with residents; supported
by ongoing training and support.
November 2000: data verification

a hired trailer went out into the
Kersal over a ten-year period.
Summer 2002: independent

evaluation of the PA process.
Ongoing work: action planning /

project development using the
including the following:

Charles Green, Director of
Strategy & Regeneration, SCC
community for 10 days to test the findings to design, plan and

information already collected and develop projects to meet
to fill gaps. specific needs.
The Charlestown and Lower Kersal PA Team, Verification Event, November 2000
14 NO MORE STICKY DOTS 15 MAKING WAVES IN WALSALL NO MORE STICKY DOTS 15

Location of the event, whether it is taking place
inside or outdoors. IMPORTANT LESSONS: 4 What PA brings to urban regeneration
Plan how to use a variety of tools in
The time available with participants. different situations.
Ensure that the team is comfortable PA has some key strengths
How many PA practitioners are present, together with different methods and provide
The PA work was PA is clearly just one method from a whole menu of
with their skills, knowledge and confidence levels.

ongoing training as necessary.
invaluable in the early community engagement approaches that could be used
The target audience. in regeneration. Much regeneration does however place
stages of preparing the
emphasis on capacity building alongside infrastructure
NDC bid. It enabled us improvements and economic activity capacity building
to reach and engage a that incorporates building on residents skills, knowledge
EXAMPLE and experience while also increasing their participation
wider range of people.
in the regeneration partnership process. Where this
The tools used most in Charlestown and Lower Kersal NDC
Love / hate line:

Two flipchart sheets or similar are provided.
Residents write down what they love and what they hate about the
place on post its or add to existing ones.
John Merry, Leader of SCC
& Vice Chair of NDC
Partnership Board commitment exists then PA has a lot to offer: building
trust in the community; generating in depth information
from a variety of perspectives to reflect the diversity of
a community; using open and transparent methods that
people can easily understand and engage with; starting
from a blank sheet rather than pre-defined ideas. It clearly has an application for
large scale, mainstream regeneration programmes, but is equally useful for work on
Very quick and easy to use good for impromptu, mobile consultation a more limited scale for example with individual community groups, or for examining
(known as Dip Days) and similar. single issues.
Problem wall / solution tree: Indeed there is a strong feeling that PA

added value to the regeneration process in
Its fun you can
Pictures of a wall and a tree are provided.
Residents write down the problems in the area on post its and stick
these on the wall. Suggested solutions to these problems are stuck
onto the tree.
Very quick and easy to use good for Dip Days and similar.
Charlestown and Lower Kersal. For example,
the employment of local people not only
brought new skills into the area, it also helped
build trust the team were highly visible and
became an acceptable face of the NDC,
have a buzzing time with
this. People enjoy it once
they get involved.
Headlines:
Residents are asked to think about the headlines they would like to
see in the local paper about their area in 10 years time (the end of
the programme).
and moreover were able to demonstrate that
something was happening in the early days
of the programme.

Seconded PA team member

Takes some time to explain. In contrast to some very private forms of consultation commonplace in urban
regeneration, such as household surveys, PA is a very public affair. It can happen
Useful when working with a group where more time is available.
anywhere in the supermarket, the shopping centre, the pub or the playground.
Enjoyed by young people particularly. PA enables people to express in their own way, their own time, their own words and
in their own space, what it is that concerns them and the way they think things could

Location of the event, whether it is taking place
inside or outdoors. IMPORTANT LESSONS: 4 What PA brings to urban regeneration
Plan how to use a variety of tools in
The time available with participants. different situations.
Ensure that the team is comfortable PA has some key strengths
How many PA practitioners are present, together with different methods and provide
The PA work was PA is clearly just one method from a whole menu of
with their skills, knowledge and confidence levels.

ongoing training as necessary.
invaluable in the early community engagement approaches that could be used
The target audience. in regeneration. Much regeneration does however place
stages of preparing the
emphasis on capacity building alongside infrastructure
NDC bid. It enabled us improvements and economic activity capacity building
to reach and engage a that incorporates building on residents skills, knowledge
EXAMPLE and experience while also increasing their participation
wider range of people.
in the regeneration partnership process. Where this
The tools used most in Charlestown and Lower Kersal NDC
Love / hate line:

Two flipchart sheets or similar are provided.
Residents write down what they love and what they hate about the
place on post its or add to existing ones.
John Merry, Leader of SCC
& Vice Chair of NDC
Partnership Board commitment exists then PA has a lot to offer: building
trust in the community; generating in depth information
from a variety of perspectives to reflect the diversity of
a community; using open and transparent methods that
people can easily understand and engage with; starting
from a blank sheet rather than pre-defined ideas. It clearly has an application for
large scale, mainstream regeneration programmes, but is equally useful for work on
Very quick and easy to use good for impromptu, mobile consultation a more limited scale for example with individual community groups, or for examining
(known as Dip Days) and similar. single issues.
Problem wall / solution tree: Indeed there is a strong feeling that PA

added value to the regeneration process in
Its fun you can
Pictures of a wall and a tree are provided.
Residents write down the problems in the area on post its and stick
these on the wall. Suggested solutions to these problems are stuck
onto the tree.
Very quick and easy to use good for Dip Days and similar.
Charlestown and Lower Kersal. For example,
the employment of local people not only
brought new skills into the area, it also helped
build trust the team were highly visible and
became an acceptable face of the NDC,
have a buzzing time with
this. People enjoy it once
they get involved.
Headlines:
Residents are asked to think about the headlines they would like to
see in the local paper about their area in 10 years time (the end of
the programme).
and moreover were able to demonstrate that
something was happening in the early days
of the programme.

Seconded PA team member

Takes some time to explain. In contrast to some very private forms of consultation commonplace in urban
regeneration, such as household surveys, PA is a very public affair. It can happen
Useful when working with a group where more time is available.
anywhere in the supermarket, the shopping centre, the pub or the playground.
Enjoyed by young people particularly. PA enables people to express in their own way, their own time, their own words and
in their own space, what it is that concerns them and the way they think things could

be improved; factors that are undoubtedly important in
EXAMPLE
ensuring the success of regeneration programmes,
If we all get
particularly those that strive to be community led or Capacity building in practice in Charlestown and Lower Kersal
involved we can make

sure that the plans
are carried out and
that this area
really improves.
bottom up.
The Charlestown and Lower Kersal PA team demonstrated

these principles in a number of ways. While they had an
office base they were rarely in it, they were out and about in
the community meeting and talking to people. The language
The D-Day verification event
was planned after eight months
of extensive data gathering and
before production of the NDC
delivery plan.
Community mentors were
appointed to help NDC focus
group chairs find interesting
ways of communicating
their information to the

Resident of the NDC area they used was straightforward and was easily understood
by residents. People were encouraged to talk together and
generate collective solutions, while methods that did not rely
on strong literacy were used where possible. The process generated energy and
enthusiasm, engaged with residents appropriately, and contributed a considerable
amount to building the credibility of the NDC programme.
It was recognised that the
planning and facilitation of
the event would itself be an
important opportunity for
community capacity building
and the development and
growth of the core group that
wider community.
Young people were recruited as

interviewers to find out what
people thought of the day.
Focus group chairs and

community mentors worked
had already been involved in together to produce reports
the NDC processes. arising out of the event.
More than consultation. building capacity within the
community Two local people were employed Information sheets were provided
to publicise the event in creative to all those that attended with
It is worth emphasising the fact that PA is more than a consultation tool, it is a and innovative ways. contact details of key members
participatory process that should lead to action and change both of which are of the steering group and times /
critical elements of regeneration programmes seeking sustainability. PA introduces Efforts were made to involve dates of NDC meetings.
communities to a range of tools and techniques that they can use to identify important Travellers in the publicity
of the event.
issues and concerns. But where PA is developed well it also develops skills in the
community so that people are better able to respond to the issues that have been
identified, and can take responsibility for initiating change. Time and money therefore
needs to be invested to promote self-organisation at the community level.
Capacity building is of course a difficult concept to quantify

and indeed plan for. In Charlestown and Lower Kersal it was a IMPORTANT LESSON:
principle built into the day to day work of the team; there were Capacity building is not an
automatic by-product of PA;
times however where it was clearly evident by the way in which
opportunities to grow the
they worked, as illustrated in the following example. skills of residents need to
be built into the process.

be improved; factors that are undoubtedly important in
EXAMPLE
ensuring the success of regeneration programmes,
If we all get
particularly those that strive to be community led or Capacity building in practice in Charlestown and Lower Kersal
involved we can make

sure that the plans
are carried out and
that this area
really improves.
bottom up.
The Charlestown and Lower Kersal PA team demonstrated

these principles in a number of ways. While they had an
office base they were rarely in it, they were out and about in
the community meeting and talking to people. The language
The D-Day verification event
was planned after eight months
of extensive data gathering and
before production of the NDC
delivery plan.
Community mentors were
appointed to help NDC focus
group chairs find interesting
ways of communicating
their information to the

Resident of the NDC area they used was straightforward and was easily understood
by residents. People were encouraged to talk together and
generate collective solutions, while methods that did not rely
on strong literacy were used where possible. The process generated energy and
enthusiasm, engaged with residents appropriately, and contributed a considerable
amount to building the credibility of the NDC programme.
It was recognised that the
planning and facilitation of
the event would itself be an
important opportunity for
community capacity building
and the development and
growth of the core group that
wider community.
Young people were recruited as

interviewers to find out what
people thought of the day.
Focus group chairs and

community mentors worked
had already been involved in together to produce reports
the NDC processes. arising out of the event.
More than consultation. building capacity within the
community Two local people were employed Information sheets were provided
to publicise the event in creative to all those that attended with
It is worth emphasising the fact that PA is more than a consultation tool, it is a and innovative ways. contact details of key members
participatory process that should lead to action and change both of which are of the steering group and times /
critical elements of regeneration programmes seeking sustainability. PA introduces Efforts were made to involve dates of NDC meetings.
communities to a range of tools and techniques that they can use to identify important Travellers in the publicity
of the event.
issues and concerns. But where PA is developed well it also develops skills in the
community so that people are better able to respond to the issues that have been
identified, and can take responsibility for initiating change. Time and money therefore
needs to be invested to promote self-organisation at the community level.
Capacity building is of course a difficult concept to quantify

and indeed plan for. In Charlestown and Lower Kersal it was a IMPORTANT LESSON:
principle built into the day to day work of the team; there were Capacity building is not an
automatic by-product of PA;
times however where it was clearly evident by the way in which
opportunities to grow the
they worked, as illustrated in the following example. skills of residents need to
be built into the process.

Like any consultation or community development process, PA runs the risk of raising
5 Learning from the Salford experience expectations within communities. This can become a problem if the PA process is not
able to deliver tangible change or too much time lapses between initial consultations
and the draw down of funding, for example. It is a mistake to think that the end result
of a PA process is a report such as a delivery plan; the outcome of any effective PA
process should be changes in the way decisions are made, more effective decisions
that benefit all members of the community, and action to address needs and wishes.
Difficulties have been encountered in Charlestown and Lower

Kersal, and this is in part due to the considerable success of
Were tired of
the use of PA in determining community needs. The energy and

sticking dots
on things.
Resident of NDC area

interest generated by this process has been difficult to maintain.
There is a danger that the good will build up in the community
could be lost so that people become de-motivated. This could
make them harder to engage in the future. What has been missing
to some extent is the ongoing information to the local community,
agencies and other stakeholders about the scope, duration and steps required in
implementing PA. This has been recognised by the NDC
Partnership Board and, following a detailed evaluation in 2002 IMPORTANT LESSON:
of the use of PA in the NDC area, is starting to be addressed. A communication strategy
should run alongside the PA
A major step in addressing some of the barriers to participation
process to keep residents
was taken by clarifying the role and focus of the PA Team and informed about progress.
re-naming it as the Community Involvement Team.
If it is done well then PA should enable excluded, marginalised or hard to reach people
to participate effectively in consultations and decision-making. However, this level of
participation can present real challenges to existing structures and hierarchies, and
such challenges can be uncomfortable or even unwanted by the existing power
brokers who may resist because they feel that their role is under threat. Changes to
the status quo may be necessary, but such changes are not always easy to implement.
A number of factors combined in Charlestown and Lower Kersal both changes within
the team and the programme as whole to create a hiatus in the PA work beyond the
initial needs analysis phase. This included the time required to get the NDC organisation
established and staffed, maintaining the momentum of the community and other stake-
holders after an intensive 16 month bidding period, balancing community involvement
across the programme with expectations from the community to see things happening
on the ground quickly, and the need to maintain intensive support and training for
members of the PA team in fulfilling their action planning role with the community.

Like any consultation or community development process, PA runs the risk of raising
5 Learning from the Salford experience expectations within communities. This can become a problem if the PA process is not
able to deliver tangible change or too much time lapses between initial consultations
and the draw down of funding, for example. It is a mistake to think that the end result
of a PA process is a report such as a delivery plan; the outcome of any effective PA
process should be changes in the way decisions are made, more effective decisions
that benefit all members of the community, and action to address needs and wishes.
Difficulties have been encountered in Charlestown and Lower

Kersal, and this is in part due to the considerable success of
Were tired of
the use of PA in determining community needs. The energy and

sticking dots
on things.
Resident of NDC area

interest generated by this process has been difficult to maintain.
There is a danger that the good will build up in the community
could be lost so that people become de-motivated. This could
make them harder to engage in the future. What has been missing
to some extent is the ongoing information to the local community,
agencies and other stakeholders about the scope, duration and steps required in
implementing PA. This has been recognised by the NDC
Partnership Board and, following a detailed evaluation in 2002 IMPORTANT LESSON:
of the use of PA in the NDC area, is starting to be addressed. A communication strategy
should run alongside the PA
A major step in addressing some of the barriers to participation
process to keep residents
was taken by clarifying the role and focus of the PA Team and informed about progress.
re-naming it as the Community Involvement Team.
If it is done well then PA should enable excluded, marginalised or hard to reach people
to participate effectively in consultations and decision-making. However, this level of
participation can present real challenges to existing structures and hierarchies, and
such challenges can be uncomfortable or even unwanted by the existing power
brokers who may resist because they feel that their role is under threat. Changes to
the status quo may be necessary, but such changes are not always easy to implement.
A number of factors combined in Charlestown and Lower Kersal both changes within
the team and the programme as whole to create a hiatus in the PA work beyond the
initial needs analysis phase. This included the time required to get the NDC organisation
established and staffed, maintaining the momentum of the community and other stake-
holders after an intensive 16 month bidding period, balancing community involvement
across the programme with expectations from the community to see things happening
on the ground quickly, and the need to maintain intensive support and training for
members of the PA team in fulfilling their action planning role with the community.

As a result and as alluded to elsewhere, there is some debate commitment from the NDC Partnership Board to
IMPORTANT LESSONS:
about the extent to which PA has impacted on the NDC increasing community involvement. This was
PA is a great tool. Ensure that key stakeholders
structure, on the ways in which all decisions are made, and on demonstrated with the decision to build the PA Team
If it is to be understand and are committed to
project development, planning and implementation. The danger into the core part of the NDC Delivery Team from the ethos and principles of PA.
successful we need
is that PA becomes a bolt on, something that happens out summer 2001, following the approval of the Delivery PA must extend beyond the consultation
to win the hearts
there with the community, but has no impact on the big Plan. The aim of community involvement has been period and become embedded in all the
and minds of relevant decision making processes.
decisions of the partnership. This is closely related to the further enhanced through confirmation of the refocused
people in power
issues of raising expectations in the community, and more PA Team as the Community Involvement Team in 2003.
there needs to be
fundamentally to the role of PA in regeneration in general.
a real desire among In terms of delivery, there have been examples where PA has continued to play a
What is clear is that PA is a long term process that may well
the decision makers significant role in later phases of the programme, and in project planning specifically.
require a change in attitudes, beliefs and behaviour for some
to work alongside
decision makers; its ethos and principles need to be embedded
communities. Steering the PA process
throughout the organisational structure.

In any regeneration context, there are some obvious advantages to developing a multi-
Chair of the NDC Health While mainstreaming participation has been problematic in agency steering group or partnership to oversee and guide a PA process. Individual
Task Group Charlestown and Lower Kersal, there has always been a partners may be able to contribute real or in-kind resources to the PA process such as
funding for salaries, management time, or office premises. Agencies also bring different
skills and experience to the table, such as knowledge of the local community and
EXAMPLE voluntary sector, an understanding of the NDC structure or experience of using PA
in other contexts.
Mainstreaming participation the lessons learnt from
Charlestown and Lower Kersal NDC In Charlestown and Lower Kersal, for example, the PA steering group consisted of
Salford Action Research Project, St Georges Church and Family Centre, Salford City
Sell the benefits of PA to decision Encourage project leaders
Council, Salford Urban Mission, Oxfam, Salford Community Health Council and
makers demonstrate how it can to consider how PA can
strengthen their position, add contribute to their project Community Pride Initiative. Bringing together such a diverse group of agencies had
value to their work, and enable planning and implementation. some advantages:
them to be more representative
Consider what changes need It introduced many of them to PA as a new way of working.
and effective.
to be made to when and where Some, such as SCC, are now using PA in other contexts. IMPORTANT LESSONS:
Agree on the use of PA findings in meetings take place or the ways
both documents and processes in which decision-making There are advantages to creating
It gave the PA team an opportunity to work with and learn
from the outset, and ensure that processes operate. a multi agency steering group
from the experiences of a wide range of organisations. to guide the PA process.
all stakeholders are aware of
Plan how to develop the
this agreement. And significantly, the partnership provided a vehicle to It is essential that at least one
communitys capacity to engage
of the partners has experience
Demonstrate the credibility in the decision-making processes disseminate information about the PA process to a much
of using PA and can provide
of the work carried out, provide more effectively. wider stakeholder base, thereby maximising opportunities practical guidance to
information about who was for the local community and organisations to contribute to
Have an evaluation strategy the practitioners.
involved (gender, age, ethnicity
in place from the start to measure and benefit from the PA activity. Terms of reference, and
and location) and outline the
the impact of PA and highlight individual roles and
verification process. Where such partnerships inevitably falter however is when
any changes that are needed in responsibilities need to
Recognise that PA may have order for the community to have the roles and responsibilities of individual partners, and the be agreed in advance, together
more to offer some projects more power and influence. exact terms of reference for the group are not explicitly with the lifespan of the group.
than others. agreed. This can be particularly problematic where a number

As a result and as alluded to elsewhere, there is some debate commitment from the NDC Partnership Board to
IMPORTANT LESSONS:
about the extent to which PA has impacted on the NDC increasing community involvement. This was
PA is a great tool. Ensure that key stakeholders
structure, on the ways in which all decisions are made, and on demonstrated with the decision to build the PA Team
If it is to be understand and are committed to
project development, planning and implementation. The danger into the core part of the NDC Delivery Team from the ethos and principles of PA.
successful we need
is that PA becomes a bolt on, something that happens out summer 2001, following the approval of the Delivery PA must extend beyond the consultation
to win the hearts
there with the community, but has no impact on the big Plan. The aim of community involvement has been period and become embedded in all the
and minds of relevant decision making processes.
decisions of the partnership. This is closely related to the further enhanced through confirmation of the refocused
people in power
issues of raising expectations in the community, and more PA Team as the Community Involvement Team in 2003.
there needs to be
fundamentally to the role of PA in regeneration in general.
a real desire among In terms of delivery, there have been examples where PA has continued to play a
What is clear is that PA is a long term process that may well
the decision makers significant role in later phases of the programme, and in project planning specifically.
require a change in attitudes, beliefs and behaviour for some
to work alongside
decision makers; its ethos and principles need to be embedded
communities. Steering the PA process
throughout the organisational structure.

In any regeneration context, there are some obvious advantages to developing a multi-
Chair of the NDC Health While mainstreaming participation has been problematic in agency steering group or partnership to oversee and guide a PA process. Individual
Task Group Charlestown and Lower Kersal, there has always been a partners may be able to contribute real or in-kind resources to the PA process such as
funding for salaries, management time, or office premises. Agencies also bring different
skills and experience to the table, such as knowledge of the local community and
EXAMPLE voluntary sector, an understanding of the NDC structure or experience of using PA
in other contexts.
Mainstreaming participation the lessons learnt from
Charlestown and Lower Kersal NDC In Charlestown and Lower Kersal, for example, the PA steering group consisted of
Salford Action Research Project, St Georges Church and Family Centre, Salford City
Sell the benefits of PA to decision Encourage project leaders
Council, Salford Urban Mission, Oxfam, Salford Community Health Council and
makers demonstrate how it can to consider how PA can
strengthen their position, add contribute to their project Community Pride Initiative. Bringing together such a diverse group of agencies had
value to their work, and enable planning and implementation. some advantages:
them to be more representative
Consider what changes need It introduced many of them to PA as a new way of working.
and effective.
to be made to when and where Some, such as SCC, are now using PA in other contexts. IMPORTANT LESSONS:
Agree on the use of PA findings in meetings take place or the ways
both documents and processes in which decision-making There are advantages to creating
It gave the PA team an opportunity to work with and learn
from the outset, and ensure that processes operate. a multi agency steering group
from the experiences of a wide range of organisations. to guide the PA process.
all stakeholders are aware of
Plan how to develop the
this agreement. And significantly, the partnership provided a vehicle to It is essential that at least one
communitys capacity to engage
of the partners has experience
Demonstrate the credibility in the decision-making processes disseminate information about the PA process to a much
of using PA and can provide
of the work carried out, provide more effectively. wider stakeholder base, thereby maximising opportunities practical guidance to
information about who was for the local community and organisations to contribute to
Have an evaluation strategy the practitioners.
involved (gender, age, ethnicity
in place from the start to measure and benefit from the PA activity. Terms of reference, and
and location) and outline the
the impact of PA and highlight individual roles and
verification process. Where such partnerships inevitably falter however is when
any changes that are needed in responsibilities need to
Recognise that PA may have order for the community to have the roles and responsibilities of individual partners, and the be agreed in advance, together
more to offer some projects more power and influence. exact terms of reference for the group are not explicitly with the lifespan of the group.
than others. agreed. This can be particularly problematic where a number

of partners are involved in managing and supporting the PA team, as was the case Employing and managing a PA Team
in Charlestown and Lower Kersal NDC appropriate levels of support for staff are
PA enables residents to be involved in collecting,
paramount and where this responsibility is not clearly defined tasks and roles can IMPORTANT LESSONS:
processing and owning information about their
easily be overlooked. A high degree of resourcing to provide training,
community. They may be doing this work on a
support, management and supervision for staff
voluntary basis or they may be employed by a is essential.
EXAMPLE local agency to undertake PA. Either way there It is important to anticipate and take remedial
are many advantages and some inherent measures to counteract the difficulties inherent
PA and health issues in Charlestown and Lower Kersal NDC difficulties associated with employing in employing local people.
PAs role in project planning and community empowerment local people. The PA team must be integrated with other
relevant teams within the organisation.
Over the course of six months between July and December 2000, the PA team
gathered together a lot of data from residents about their main concerns
regarding health. In January and February 2001, a group of local residents
the Community Health Partnership Group planned and facilitated a
community event to verify the PA data and prioritise some health solutions. EXAMPLE
The partnership group successfully engaged over 80 people in discussions
about health at the event and as a result were able to develop an action Benefits and difficulties associated with employing local
plan to feed into the NDC process, recruit some new members and raise
people to carry out the PA process in Charlestown and Lower
their profile.
Kersal NDC
The partnership group of local residents went from strength to strength.
It recruited new members and became the Community Health Action Benefits:
Partnership (CHAP) with a clear remit to drive forward the NDC community
They start with a local knowledge. Skills and knowledge are
health initiatives. In 2002 CHAP incorporated as an independent organisation
developed within the community.
and in 2003 it recruited seven workers to address some of the key They have an empathy with other
health priorities. residents and understand the Local employment is created.
impact of issues on peoples lives.
The process gains credibility.
Ingredients for success:
They are accessible to local people
A member of the PA team was Regular meetings have taken they can build trust quickly.
active in CHAP from the outset, place between the local MP
explaining the PA process and and representatives of CHAP They have a big commitment to
findings and providing a valuable to alleviate any tensions with making the project successful.
link to the wider community. stakeholders.
Time was taken to ensure that CHAP members were given an Difficulties:
everyone in CHAP understood the opportunity at an early stage to
issues and ideas that were being work together with some front line The team can never be truly off- There is a potential for conflict of
discussed at meetings the pace workers to develop small-scale duty. They are so visible within interest or for confusion amongst
and format of the meetings was projects to address health the community that they are residents where workers are also
relaxed. problems in the area. Each of approached about the NDC in active in the community in a
these project ideas received up their own time. voluntary capacity.
The NDC officer responsible for
to 1000 grant aid and provided The individuals have a very steep They may not be taken seriously
health was fully committed to an opportunity for CHAP members
PA and resident participation learning curve, about PA and by some people.
to develop skills in project about regeneration in general.
through CHAP. She spent time development and management.
communicating the benefits of A number of the projects have
this approach to the managers been very successful and have
of other agencies. since received longer term funding.

of partners are involved in managing and supporting the PA team, as was the case Employing and managing a PA Team
in Charlestown and Lower Kersal NDC appropriate levels of support for staff are
PA enables residents to be involved in collecting,
paramount and where this responsibility is not clearly defined tasks and roles can IMPORTANT LESSONS:
processing and owning information about their
easily be overlooked. A high degree of resourcing to provide training,
community. They may be doing this work on a
support, management and supervision for staff
voluntary basis or they may be employed by a is essential.
EXAMPLE local agency to undertake PA. Either way there It is important to anticipate and take remedial
are many advantages and some inherent measures to counteract the difficulties inherent
PA and health issues in Charlestown and Lower Kersal NDC difficulties associated with employing in employing local people.
PAs role in project planning and community empowerment local people. The PA team must be integrated with other
relevant teams within the organisation.
Over the course of six months between July and December 2000, the PA team
gathered together a lot of data from residents about their main concerns
regarding health. In January and February 2001, a group of local residents
the Community Health Partnership Group planned and facilitated a
community event to verify the PA data and prioritise some health solutions. EXAMPLE
The partnership group successfully engaged over 80 people in discussions
about health at the event and as a result were able to develop an action Benefits and difficulties associated with employing local
plan to feed into the NDC process, recruit some new members and raise
people to carry out the PA process in Charlestown and Lower
their profile.
Kersal NDC
The partnership group of local residents went from strength to strength.
It recruited new members and became the Community Health Action Benefits:
Partnership (CHAP) with a clear remit to drive forward the NDC community
They start with a local knowledge. Skills and knowledge are
health initiatives. In 2002 CHAP incorporated as an independent organisation
developed within the community.
and in 2003 it recruited seven workers to address some of the key They have an empathy with other
health priorities. residents and understand the Local employment is created.
impact of issues on peoples lives.
The process gains credibility.
Ingredients for success:
They are accessible to local people
A member of the PA team was Regular meetings have taken they can build trust quickly.
active in CHAP from the outset, place between the local MP
explaining the PA process and and representatives of CHAP They have a big commitment to
findings and providing a valuable to alleviate any tensions with making the project successful.
link to the wider community. stakeholders.
Time was taken to ensure that CHAP members were given an Difficulties:
everyone in CHAP understood the opportunity at an early stage to
issues and ideas that were being work together with some front line The team can never be truly off- There is a potential for conflict of
discussed at meetings the pace workers to develop small-scale duty. They are so visible within interest or for confusion amongst
and format of the meetings was projects to address health the community that they are residents where workers are also
relaxed. problems in the area. Each of approached about the NDC in active in the community in a
these project ideas received up their own time. voluntary capacity.
The NDC officer responsible for
to 1000 grant aid and provided The individuals have a very steep They may not be taken seriously
health was fully committed to an opportunity for CHAP members
PA and resident participation learning curve, about PA and by some people.
to develop skills in project about regeneration in general.
through CHAP. She spent time development and management.
communicating the benefits of A number of the projects have
this approach to the managers been very successful and have
of other agencies. since received longer term funding.

6 Finally Relevant publications
Completing the Globe: tackling poverty PLA notes (in particular Issue 38:
PA has a lot to offer to any regeneration context. It brings to the fore the experiences
and injustice in the North Participation in the North, June 2000; and
and perspectives of local people and provides an opportunity for them to be involved
C Flower and V Johnson 48: Learning and Teaching Participation,
in decisions that affect their lives.
PLA Notes, issue 50, October 2004 December 2003)
And PA has undoubtedly brought a considerable amount to the Charlestown and Available to order from IIED online at Available online at
Lower Kersal NDC programme. 3000 people were consulted over the six month needs www.iied.org/NR/agbioliv/pla_notes/ www.iied.org/NR/agbioliv/pla_notes
assessment period and a considerable amount of data was collected on a broad
range of issues and from varying perspectives. This data, combined with other Developing Coding Systems to Reaching the parts: community mapping:
information, enabled the NDC to produce a Delivery Plan that truly reflected the Analyse Difference working together to tackle social exclusion
views and priorities of local people . and residents were given the opportunity to V Johnson and R Nurick and food poverty
participate in the decisions that affect their lives. PLA Notes, issue 47, August 2003 SUSTAIN, 2000; ISBN 1 903060 125
Moreover, PA gave Charlestown and Lower Kersal NDC, together with Salford City Available online at Can be ordered online at
Council, national profile as an example of good practice in community participation. www.iied.org/NR/agbioliv/pla_notes/ www.sustainweb.org/pub_poverty.asp
The work to meet the challenges of mainstreaming participation continues
Fifty voices are better than one: combating Making Waves in Walsall: Learning
social exclusion and gender stereotyping in from the success of the Participatory
Gellideg in the South Wales Valleys. Appraisal Network
Gellideg Foundation Group and Oxfam GB, Oxfam GB, Centre for International
March 2003 Development and Training at the University
Order via www.oxfamgb.org/ukpp/resources of Wolverhampton, and Walsall Participatory
Appraisal Network, March 2004
Have you been PAd? Using Participatory Order via www.oxfamgb.org/ukpp/resources
Appraisal to shape local services
East End Health Action, Greater Easterhouse What Men and Women Want: a practical
Community Health Project, Greater Glasgow guide to gender and participation
NHS Board, Oxfam GB, 2003 Oxfam GB, 2004
Order via www.oxfamgb.org/ukpp/resources Ordering information available at
www.oxfamgb.org/ukpp/whatmenandwomenwant
Participatory learning and action:
a trainers guide.
Jules Pretty, Irene Guijt, John Thompson,
Ian Scoones; IEED, 1995; ISBN 1 899 825 00 2

6 Finally Relevant publications
Completing the Globe: tackling poverty PLA notes (in particular Issue 38:
PA has a lot to offer to any regeneration context. It brings to the fore the experiences
and injustice in the North Participation in the North, June 2000; and
and perspectives of local people and provides an opportunity for them to be involved
C Flower and V Johnson 48: Learning and Teaching Participation,
in decisions that affect their lives.
PLA Notes, issue 50, October 2004 December 2003)
And PA has undoubtedly brought a considerable amount to the Charlestown and Available to order from IIED online at Available online at
Lower Kersal NDC programme. 3000 people were consulted over the six month needs www.iied.org/NR/agbioliv/pla_notes/ www.iied.org/NR/agbioliv/pla_notes
assessment period and a considerable amount of data was collected on a broad
range of issues and from varying perspectives. This data, combined with other Developing Coding Systems to Reaching the parts: community mapping:
information, enabled the NDC to produce a Delivery Plan that truly reflected the Analyse Difference working together to tackle social exclusion
views and priorities of local people . and residents were given the opportunity to V Johnson and R Nurick and food poverty
participate in the decisions that affect their lives. PLA Notes, issue 47, August 2003 SUSTAIN, 2000; ISBN 1 903060 125
Moreover, PA gave Charlestown and Lower Kersal NDC, together with Salford City Available online at Can be ordered online at
Council, national profile as an example of good practice in community participation. www.iied.org/NR/agbioliv/pla_notes/ www.sustainweb.org/pub_poverty.asp
The work to meet the challenges of mainstreaming participation continues
Fifty voices are better than one: combating Making Waves in Walsall: Learning
social exclusion and gender stereotyping in from the success of the Participatory
Gellideg in the South Wales Valleys. Appraisal Network
Gellideg Foundation Group and Oxfam GB, Oxfam GB, Centre for International
March 2003 Development and Training at the University
Order via www.oxfamgb.org/ukpp/resources of Wolverhampton, and Walsall Participatory
Appraisal Network, March 2004
Have you been PAd? Using Participatory Order via www.oxfamgb.org/ukpp/resources
Appraisal to shape local services
East End Health Action, Greater Easterhouse What Men and Women Want: a practical
Community Health Project, Greater Glasgow guide to gender and participation
NHS Board, Oxfam GB, 2003 Oxfam GB, 2004
Order via www.oxfamgb.org/ukpp/resources Ordering information available at
www.oxfamgb.org/ukpp/whatmenandwomenwant
Participatory learning and action:
a trainers guide.
Jules Pretty, Irene Guijt, John Thompson,
Ian Scoones; IEED, 1995; ISBN 1 899 825 00 2

No More Sticky Dots: Making Progress With Participatory Appraisal in Salford

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No more sticky dots:

Making progress with

1 Introduction the beginnings of the Salford experience 5

A little bit about its background and philosophy

3 A brief insight into undertaking PA 12

Ensuring practice reflects the principles

4 What PA brings to urban regeneration 17

PA has some key strengths

5 Learning from the Salford experience 20

Dealing with community expectations

NO MORE STICKY DOTS 1

In Charlestown and Lower Kersal, the PA team

Crucially, PA acknowledges that the community is not a homogenous group. Factors

2 NO MORE STICKY DOTS NO MORE STICKY DOTS 3

In Charlestown and Lower Kersal, the PA team

Crucially, PA acknowledges that the community is not a homogenous group. Factors

2 NO MORE STICKY DOTS NO MORE STICKY DOTS 3

Photo: Nick Harrison for Charlestown and Lower Kersal NDC

Charlestown and Lower Kersal is located in the east of

New Deal for Communities (NDC) has given the

4 NO MORE STICKY DOTS NO MORE STICKY DOTS 5

Photo: Nick Harrison for Charlestown and Lower Kersal NDC

Charlestown and Lower Kersal is located in the east of

New Deal for Communities (NDC) has given the

4 NO MORE STICKY DOTS NO MORE STICKY DOTS 5

Participatory Appraisal or PA gave this opportunity as its principles reflected what

Over a sixteen-month period of dedication

6 NO MORE STICKY DOTS NO MORE STICKY DOTS 7

Participatory Appraisal or PA gave this opportunity as its principles reflected what

Over a sixteen-month period of dedication

6 NO MORE STICKY DOTS NO MORE STICKY DOTS 7

parts that others

Photo: Nick Harrison for Charlestown and Lower Kersal NDC

Enabling residents to be involved in collecting, interactive rather

processing, communicating and owning information.

Using inclusive, accessible and flexible tools that

8 NO MORE STICKY DOTS NO MORE STICKY DOTS 9

parts that others

Photo: Nick Harrison for Charlestown and Lower Kersal NDC

Enabling residents to be involved in collecting, interactive rather

processing, communicating and owning information.

Using inclusive, accessible and flexible tools that

8 NO MORE STICKY DOTS NO MORE STICKY DOTS 9

This situation was reflected in Charlestown and Lower Kersal,

This shouldnt be the case though. PA is a rigorous process

Verifying information through a process known as triangulation using a variety

10 NO MORE STICKY DOTS NO MORE STICKY DOTS 11

This situation was reflected in Charlestown and Lower Kersal,

This shouldnt be the case though. PA is a rigorous process

Verifying information through a process known as triangulation using a variety

10 NO MORE STICKY DOTS NO MORE STICKY DOTS 11

Ensuring practice reflects the principles

method was selected once the work begins. Pressure

12 NO MORE STICKY DOTS NO MORE STICKY DOTS 13

Ensuring practice reflects the principles

method was selected once the work begins. Pressure

12 NO MORE STICKY DOTS NO MORE STICKY DOTS 13

were literally on the streets

November 2000: data verification

Summer 2002: independent

Ongoing work: action planning /

community for 10 days to test the findings to design, plan and

Photo: Nick Harrison for Charlestown and Lower Kersal NDC