Title of presentation 18/01/10 MeTA In all the MeTA countries, there is now some experience of trying to make a multi-stakeholder process work.
Title of presentation 18/01/10 MeTA As part of the baseline assessment – the Institute of Development Studies is developing a practical tool to enable countries to map the types of stakeholders interested in access to medicines issues and to help scope out the policy engagement and communication processes that are prevalent in the country As part of the Pharma Policy course in January in Jordan, a two day workshop will be included, facilitated by Wageningent, that focuses on the multi-stakeholder process. This will build on existing skills and knowledge and current challenges being faced in each of the countries. It will support ongoing learning and application of new knowledge and skills within the context of national multi-stakeholder groups. This will be followed out by distance coaching and some in-country support.
The following slides aim to give you some background on MSP Title of presentation 18/01/10 MeTA
Title of presentation 18/01/10 MeTA
Title of presentation 18/01/10 MeTA This figure summarises the characteristics of MSP
The conceptual Framework will focus on the MSP approach the Wageningen Institute is using. The aim of this framework is to guide facilitators, process managers and leaders of these stakeholder groups in the task of designing and supporting a process that is UNIQUE to the demand of a specific situation. Framework has 3 main elements Theoretical Assumption: MeTA The Dynamic of change The MSP core project Title of presentation 18/01/10 MeTA
Title of presentation 18/01/10 MeTA
The initiating phase in particularly critical. This is when the feasibility of a process needs to be checked, legitimacy established, the politics of a situation understood, key stakeholders engaged and the initial scope, mandate and process agreed on. Mistakes and misjudgments at this early stage can spell disaster or at least create a lot of unnecessary difficulty. In Adaptive Plann ing, an understanding of the different issues and needs of the various stakeholder groups is created; where the wider environment is examined, the future vision and ambitions explored and current problems assessed. This is the basis on which strategies and actions can be agreed upon. A big risk for multi-stakeholder processes is that they stay at the planning and visioning phase and do not actually lead to action and change. A very different dynamic, set of resources and even skills is needed for the action or implementation phase of a stakeholder process. Very few stakeholder processes effectively embed monitoring into the process. We use the term reflexive monitoring here to refer to a type of monitoring that enables the actors to learn about their process as it unfolds and to adapt it. It is important to monitor not just the anticipated outcome of the process, but also the expectations and quality of the process itself. Title of presentation 18/01/10 MeTA
Process of documenting Title of presentation 18/01/10 MeTA
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