3 2 1C Planning Participatory Eval

PLANNING PARTICIPATORY EVALUATION

Decide if a participatory approach is appropriate

 Purpose: Participatory approaches are particularly useful when: - there are questions about implementation difficulties or programme effects on beneficiaries - information is wanted on stakeholders’ knowledge of program goals and their view of progress - shared ownership of the results is needed. Participatory approaches are not well suited when: - independent outside judgement (e.g. focus on accountability for donors) is needed - the results of a programme should be compared with an alternative elsewhere: the criteria and standards that people involved in the programme/project used to measure progress and success may not be comparable with those used by people involved in another programme/project.  Time: The fact that participatory evaluation can be time-consuming should be taken into account. One of the strongest criticisms of participatory approaches is that they are inefficient because the time needed for discussion, decision-making, and action seem (to the outsider) frustratingly long. Also consider the time that primary stakeholders will have to devote to the evaluation: can they manage this?  Information required: Participatory approaches are viable when the information needed is not specialised information that only technical staff can provide  Existing divisions: In the presence of strong class divisions, serious lack of agreement among stakeholders, participatory approaches can be controversial, challenging and more likely to fail.  Participation and the social context: Achieving participation can be more challenging in communities that have no previous history of involvement in social and political action. In this case, care should be taken to foster a culture of participation and not to fall in the trap of being patronising/paternal. Also consider the history of the project: difficulty may arise with programmes that have not been designed or executed in a participatory manner.

Decide on the degree of participation: What groups will participate and what roles will they play?

 Interests: Stakeholders will have different, sometimes contradictory, interests and views. Be careful that the evaluation will not be misused by some stakeholders to further their own interests. (Gathering input from multiple stakeholders helps one remain aware of the many levels of interest related to the programme/project. An evaluation team will be better prepared to counteract pressure from particular stakeholders for quick fixes or a rush to judgement when that is not what is best for the programme/project.)  Power: Stakeholders hold different levels of power. It is important for evaluation planners to ask which stakeholders are not being heard in this process and why not. Where can one build consensus and how can the issues be prioritised?

Design the evaluation/Set the ToR

As much as possible, decisions such as the evaluation questions to be addressed, development of data collection instruments, etc. should be left to the participatory process rather than be predetermined.  Approach: Consider the evaluation approach: basic methods, schedule, logistics, funding.  Role of evaluator: Special attention should go to defining roles of the outside facilitator and participating stakeholders

UNICEF M&E Training Resource Planning participatory evaluation 1/2 Conduct team planning meeting

Typically the participatory evaluation process begins with a workshop of the facilitators and participants (and continue with regular meetings) to:  Build consensus on the aim of the evaluation  Clarify roles and responsibilities (participants and facilitator)  Review the schedule  Logistical arrangements and agenda  Training participants in basic data collection and analysis  Identify the evaluation questions  Select methods and develop data-gathering instruments

Conduct evaluation

Stakeholders’ involvement in this phase should be maximised.  Emphasise n learning  Use RAP techniques

Analyse data/Build consensus on results

Stakeholders’ involvement in this phase should be maximised.  Use participatory approaches to data analysis  Facilitator may need to negotiate among disagreeing stakeholders  Develop a common understanding on the basis of empirical evidence, as this becomes a cornerstone for group commitment to a plan of action

Prepare an action plan

The facilitator works with participants to prepare an action plan to improve programme performance.  A good evaluation should provide stakeholders with concrete tools and recommendations to reorient the project with or without donor funding  Empowered by knowledge, participants become agents of change and apply lessons learned.

Sources: USAID (1996). Conducting a Participatory Evaluation. Tips #1. http://www.dec.org/pdf_docs/pnabs539.pdf Coupal, Françoise (2001). Results-based Participatory Monitoring & Evaluation. Available on the web at: http://www.mosaic-net-intl.ca/article-PM&E.PDF

UNICEF M&E Training Resource Planning participatory evaluation 2/2