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Participatory Review and

Analysis Processes (PRAPs) -

Guide Notes

Designed and Written by Vincent Azumah

July 2013

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In the spirit of improving our Participatory Monitoring and Evaluation (P,M&E) and Accountability

processes, WANEP’s Network Accountability, Learning and Planning System (NALPS) require both

regional and national networks, themes and functions to carry out a set of participatory review and

analysis processes on an annual basis.

In essence, Nalps asks us to work with stakeholder groups to:

Assess what has been done against plans

What outcomes have resulted or are resulting

Are the realised outcomes the envisaged ones or not and why the difference

What has been learnt?

And, within this analysis, articulate what will be done differently in the future.

PRAPs should happen at every level of the organisation. Innovative methods are required to ensure

stakeholder participation especially at international level. Where physical meetings become too costly,

technology (skype etc.) can be employed.

Purpose: To keep track of our work and open ourselves up for critical feedback, learn and share

(achievements and failures) so that we can improve the responsiveness and quality of on-going work

and to increase our accountability and transparency to stakeholders.

Process: The Unit Head at every level will determine this. The process should be fully transparent and

participative. The process should involve as many stakeholder groups as possible (including the groups

we work with, partners and donors and supporters) and provide space for them to express their ideas,

priorities and concerns. Note that involvement of various people requires very sensitive facilitation so

that all feel comfortable to contribute. It may not always be possible for teams to meet up with all

stakeholders. Stakeholder surveys, social audit and similar methods of enquiry should also be

encouraged to allow for stakeholder perspectives and views on our work. The lessons and findings of

the review and reflection processes and agreed actions arising should be noted and fed into the next

planning session. Achievements, challenges and lessons should also be captured to compliment

monitoring data for reporting. All levels will show evidence of this exercise by providing detailed

reports.

Frequency and timing:

At least once a year and at the discretion of relevant coordinators/team heads and their teams, in

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consultation with partners and groups as appropriate. It should however be timed to feed into next

plans and or annual reports. Please see how to go through the process below:

Participatory Review and Analysis Processes (PRAPs) can be carried out

at various levels of the organization – program/project thematic level,

functions (Administration, Finance), National Networks level, Regional

and international/Policy levels. It is an important part in the development

work circle and even more important in peacebuilding. It is a very creative

and organic participatory and accountable way of critically analysing and

learning from our experiences. Review and Analysis processes aim at

bringing partners, staff and other stakeholders especially people we work

with closely on peacebuilding and people affected by violent conflicts

together to critically reflect and deeply analysis our work to drive how

subsequent work is carried out. It affords us continuous chances to re-

examine the factors affecting peace and how well we are doing to address

those factors. This is therefore an integral part of WANEP’s monitoring

and evaluation processes. It is mandatory for all units and National

Networks to have at least one specifically for enhancing reporting at the

end of the year and planning for the coming year.

PRAP is an on-going exercise that facilitates the analysis and

reflection on the work done over a period (quarter, half year or end

of year. Whilst we would encourage all to use PRAP as frequent as

possible, we insist that the annual PRAP is mandatory). PRAP is

an essential part of our work because it provides a picture of the

state of affairs and it helps to show the changes that our work is

bringing or not bringing on peacebuilding and the lives of the most

vulnerable in times of conflict. It also gives us moral legitimacy. If

we make ourselves accountable, we would have the moral courage

to hold others accountable. PRAPs recognize the need for regular

analysis and learning, to ensure that our plans and actions are

responsive and adaptive to emergent change processes in

peacebuilding

PRAP, WHAT

IS IT?

PRRP,

WHAT

IS IT?

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In fact our day to day work with our partners, vulnerable groups

and other stakeholders must be a continuous reflective and

participatory process. PRAPs therefore compliment other

participatory on-going processes and so must not be regarded as

the only means of analysis, learning and seeking improvement to

our work or the only means of opening up ourselves to external

reflective judgement. Every unit (Theme), function or National

Network is encouraged to have a regular practice of critical

analysis, learning and planning to inform their activities

The Four key words in PRAPs

Participatory: who participates? Who is included? How are they

included? The “who” is included is also determined by the methodology

employed in the process. Different methodologies for participation will

apply to different participants. Think about who is explicitly included or

excluded (by invitation). But more importantly consider who might be

excluded by the “how” a PRAP is organized. Consider for example, timing

/ seasonality, some participants can be excluded if the PRAP is run at a

time that is not appropriate for them. For example, women might not be

able to participate if the process happens during time for preparing meals

in many African countries.

In some cases the format and time in which information is presented can

exclude some people Remember that participation is strongly linked with

issues of power. How power dynamics will work in the process? Which

groups are likely to be excluded? Who makes decisions? Who leads the

process? Consider for example that a meeting putting together “powerful”

people with people who are excluded might mean that they will not have

the courage to express their views and ideas. Think about how best to

sequence discussions in the process to ensure that different groups have a

voice (for example, consider having a women’s only discussion before a

meeting with the full group.

Review: is the what. It is about reviewing the plan, the outcomes, the

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budget, the involvement of different actors. Did we achieve what we set to

achieve? Are we on course? Do we have the right actors or just

passengers? Etc.

Analysis: it is the why? This is where learning and critical reflection

happen. Why did the envisaged change not happen? Why are women still

not ready to lead peacebuilding processes? Why did political parties fail to

play their roles in preventing violence during elections? Why did we

over/underspend? This is the analysis part. This means that we need to

have analytical tools for PRAPs. It is only when we do the right analysis

that we can make changes. If we find the answers to the whys, then we can

plan the “what” and “how.”

Process: a process is composed by many events, which are not organized

in a linear way. Different events will involve different stakeholders.

Consider also that the process include the preparation of events that come

together to form the process to account back and learn with key actors

No matter where we are located in the organization, we are first and

foremost accountable to the people who suffer-most the brunt of violence

and also our donors, partners, and people who are affected by our actions

or inactions so we must create spaces to allow them tell us what they think

about our work, what they are happy with, what they are not happy with

and what they would like us to change.

The key principle to start with is accountability to the our

critical stakeholders (ECOWAS, AU, donors, other critical

partners)

We need to embark on a PRAP in a way that would make our

partners hold us accountable. We should be prepared to account

back how we spent monies on their behalf, how we made decisions

and why those decisions, why we took some actions and not other

actions.

Create space to hear what our partners and vulnerable groups think

about how we have planned and executed our plans. What have we

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wasted resources on? What could we have done differently?

Seek answers to how the decisions we made and actions we have

taken at various levels of the organization impacted on peace and

peacebuilding in the region.

Plan the process in a way that would enhance empowerment and

encourage all partners to become accountable.

PRAPs demands that staff are accountable to each other

Make the process build staff capacity in consciousness of their

obligation of being accountable for their job to peace. Discuss how

much space we as an organization create to realize this

accountability.

Reflect on how different levels of the organization are interacting

with each other. Are we listening to the different views of how our

decisions and actions impact on different team members?

Are we building our internal mutual accountability in ways that

ultimately lead to accountability to our peacebuilding efforts?

PRAPs also require that we are accountable to all stakeholders.

If we make ourselves first and foremost accountable to the

vulnerable groups we work with, all other accountabilities to other

actors such as governments, ECOWAS, SIDA, DANIDA and other

donors, supporters, peer organizations, local and international

partners become easier and legitimate.

Create spaces for other actors to hold us accountable for our work?

Make them part of our processes?

Ensure donors and supporters get value for their resources and

relationships with us. Are their resources truly making a difference

in peacebuilding?

Listen to other civil society and actors to know what they feel

about us? What advice, lessons and ideas do they have about our

practice? And how do we take such advice and opinions?

Build a process that recognizes the fact that PRAPs are also spaces

that enforce mutual accountabilities across many stakeholders

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Learning through Participation of all:

PRAPs serve to enhance learning with partners. PRAPS also provide a

good moment to hear directly from people who suffer violent conflicts.

This means we must create the space for all stakeholders to share their

opinion on our work. We must not limit our ideas generation and analysis

only to our “friends” who would tell us what we want to hear.

Who is included? And who is not and why?

Ensure that we go into the process with an open mind to genuinely

learn

Use methodologies that enhance inclusion instead of exclusion.

How a PRAP is conducted depends on the participants in the

process. Different methodologies would apply to different classes

of participants. In some cases e-conference is possible. In many

cases however, the only viable option is face to face meetings.

Find out what lessons vulnerable people have about the process of

peacebuilding. What is their advice? Their knowledge? Their

frustrations? Their hope?

Share relevant lessons with poor and excluded people.

Plan to make different levels of the organization learn together

about our activities

Share lessons, ideas, challenges and experiences derived from the

process with all stakeholders. This should be targeted at building

greater synergy and collective learning between different actors.

“Life is not just a series of calculations and a sum total of

statistics, it's about experience, it's about participation, it is

something more complex and more interesting than what is

obvious” - Daniel Libeskind

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Think about Power Relations and how it affects

relationship building

Power is at the heart of our work and must therefore be considered in

every aspect of our work. Gathering people together in processes that do

not ensure that they build relationships and have the space and power to

speak out their views is twice as bad as not involving them in the process.

Identify the various power brokers in PRAP and how their power

might prevent others from making critical comments or questions

that might lead to improving our work. Think about who is

explicitly included or excluded by invitation but most importantly

think about the people excluded by “how” the process is organized

and avoid methodologies that exclude.

Do not present yourself in a way that may serve as a barrier for

critical reflection for all in the process. For example if you go into

a PRAP with introductions that includes the mentioning of all the

qualifications with our names, how do we expect the poor farmer

or palm wine tapper to question Dr. X? Avoid this.

Do we meet with women and men together without considering the

power relation between these groups? What about other excluded

groups such as children, people with disabilities and people living

with HIV/Aids

Be conscious of simple things like the way we dress and sitting

arrangements in PRAPs in the very many different contexts. (the

dressing to a local community PRAP may be different from one

organised with donors in the city) Your dressing could become a

barrier to critical discussions.

PRAPs are processes and they must remain truly processes and not

events and one-off workshops with ourselves

Examine how internal power can inhibit a good process.

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What about the Rights of Women

PRAPs provide a regular opportunity for women in particular to exercise

their power and hold WANEP and the wider peacebuilding community

accountable

Consciously make and understand that the participation of women

in the process is a matter of rights and not just because calling for

the participation of women is in vogue

Be proactive in ensuring that women actively participate, question

and influence the way we work.

Create safe spaces for women to speak out without fear. Use the

process to enhance an environment for dialogue, analysis, debate

and new action on women’s roles in peacebuilding.

Find out what women think on the progress our work has made to

enhancing their safety. What has worked? What has not?

What percentage of resources has been allocated to women’s roles

in peacebuilding?

Internally how effectively have we contributed to women’s rights?

What has worked? What has not? What could we do differently?

Find out how our allies and partners actively promote women’s

rights in their work. What has been successful? What has not?

What could we all learn?

Find out who is making the decisions even among women’s

peacebuilding groups and initiatives.

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You must ensure that you are engaging in a principled process. This is

critical. Allow the principles of accountability, transparency, gender

and rights of women and power relations to drive the process. Think of

how to consistently apply them through out the process.

Preparing for a PRAP

Did you determine, based on your context and your means, the best way to

have a critical accountability, analysis and learning process? Here are

some simple questions which if you seek answers to, would help you

manage the process successfully:

Are you tackling the process from the start with an open mind? Are

you willing to challenge your practice? Are you willing to learn?

Are you willing to engage with other people outside your network

membership?

Are you considering how to ensure participation of relevant

stakeholders from the start? Consider, for example, how to break

silos mentality and bring together different teams to account back

from the planning phase.

Do you actually know why you are undertaking a PRAP? How

will it be different from your other meetings?

Are you ensuring that your accounting back to stakeholders is not a

one-off disconnected event?

When is the best time to carry out the process? Did you consider

how it will suit the commitments and engagements of other

network members and stakeholders?

What resources will you need? (People, Time, Money, Capacities).

Consider carrying out PRAPs before your annual planning

process but before annual report, so that they inform your future

actions as well as enhance what goes into your report.

If people are dispersed, consider what will be the best and most effective

process. The most effective process may not be the one that seeks to bring

everyone together into one place. The PRAP is not a meeting. It is a

PRAP at

the

National

Network

Level

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process to strengthen our accountability with external stakeholders and to

learn to improve our practice.

In your annual budget you should have planned for regular activities of

participatory review and analysis.

For example: staff members and network members working in different

themes could actually conduct PRAPs on common areas of activities. This

enhances synergy and complimentary planning in our work.

How do I Start a PRAP at the National Network Level

Start with self-reflection within your small team at the secretariat. It is

important to start a PRAP process with some critical internal self

reflection with your immediate team. This should be a light, fun but

useful process.

The initial self reflection does not necessarily have to take place face to

face. Think about creative means to tap into your team if your team is too

dispersed. You may employ the use of even text messages on your cell

phone, skype chats, email and phone conversations in a lively but critical

way. Adequately making the process answer the following question would

help in a good PRAP:

Have you had your own internal reflection to build a common

understanding of our work? What were you trying to achieve?

What changed as a result? Who benefited/who didn’t? Did it

benefit women too? What were the intended and unintended

results?

What are you proud of? What are you sorry about? What needs

improving or changing? What could we do better? What did you

learn?

Did you reassess the context? What did you learn? What has

changed?

Are you referring back to your strategy and plans?

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How did we use resources? Was there value for money? What did

we waste?

Are you ready to transparently share these reflections with others?

Try and discover opportunities to challenge your understanding amongst

yourselves, with external people and in the National Networks, with the

various vulnerable groups and the people who have the power to make

change happen identified in your analysis

In the series of engagements with your constituents to account back, you

should ensure the following are not forgotten:

The principle of gender, women’s rights, power and relationship

building, accountability, learning and transparency

Note that as the name suggests, it is a process and not an event and

so must remain a process in organisation – this can be a number of

days flexible time meeting with community members, partners etc

and it is building on other such critical engagements

WANEP and partners work in many communities but we can’t

carry out PRAPs in all these communities all at once. We should

therefore strategise in ways that can allow us to reach as many of

our constituents as possible in a given year

Where we have to select our constituents, the ones to consider first

should be the ones that have a diverse class of vulnerable groups

such as people living with HIV/Aids, women, children, people

living with disabilities and refugees

Whether a group can establish an appropriate mental state for

critical analysis would partly depend on the time, place and the

atmosphere created for such a meeting. It is therefore important

to select a comfortable, relaxing quiet place that would allow for

concentration. This does not mean a plush hotel because it can be

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counter productive because it does not put people in their natural

and normal environments. Under a shady tree away from rude

disruptions would be fine in a community. Another very important

practice that inhibit open discussion is if the setting is stratified

into “high table” and “low table” sitters. (It is good to know who is

in the reflection process but avoid long introductions that spell out

qualifications and positions)

Focus on analysis of issues/changes rather than narration of

activities

Avoid generalization, stereotyping and prejudices and appreciate

diversity

Be curious and open and prepared to change your mind

Take account of power dynamics within the group/community and

make room for a women only discussion and men only discussion

etc if the context demands that

As much as possible make the process light, interesting and fun

and yet still deep in reflection

Use participatory tools. Note that how a tool is used is as

important as which tool is used. Here are a few to be considered:

1. Focus group discussions

2. Timelines – can be used to reflect and learn from events

and actions

3. Case Studies from various groups – can provide more

detailed learning

4. Oral histories – can show changes in organising peoples

lives and power relationships

5. Matrix scoring can compare partners/WANEP strategies in

a particular project/programme

The person leading should have good skills in leading discussions.

Ability to make people think beyond the usual assumptions.

Must be sensitive to the power relations of participants and create room

for all to contribute freely. Be able to use techniques that bring out both

the positive and negatives in the work done or on-going

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A fair understanding of WANEP/partners work in the

area/community/country

Consult with stakeholders

Did you identify which actors you want to actively involve in the

PRAP process? (vulnerable groups, state and non-state partners,

donors, supporters, allies, civil society representatives)

Do not consider vulnerable people as one homogenous group of

people. Recognize their specific interests and stakes and

standpoints.

Are you ensuring that all relevant staff within WANEP are

involved, active and committed to the process? Are you ensuring

diversity of staff (from different levels, functions themes, areas of

expertise?

Did you prioritize the stakeholders you want to engage with? Are

you avoiding putting on them excessive demands on their time?

Are you looking at who to connect in the PRAP to create a vibrant

exchange? (for example how you might bring together similar

actors from different geographies – for example representatives of

different communities around the same issue? Or different actors in

the same geography (for example, communities, donors,

government officials, other civil societies)

Did you consult with the actors? Did you explain the purpose of

the PRAP? Are they interested in participating in an active process

of accounting and critical reflection? Did you agree on which

process will suit them best?

Some Concluding Notes:

Are you sorting out practical arrangements? Is there a calendar for the

PRAP process? Are you looking up for interesting ways to capture and

present learning? Think for example about employing using audio-visuals,

photographs, cartoons, music etc to capture moments and learning from

an event. If you are using videos and pictures, be aware of sensitivities

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and of the fact that they can reduce mutual trust and openness

“Many activities and team play participation will give

you a training that will prove invaluable later on in

life”.

Walter Annenberg

For further clarification, comments or support, contact:

Vincent Azumah (Regional Coordinator, Monitoring & Evaluation) vazumah@wanep.org

Tel: +233 302 775975, Cellphone: +233 266121216

Skype: St.Vincent1

This guide was adapted from Vincent Azumah and Silva Feretti’s PRRP notes, 2010