1996, Number 1


              Performance Monitoring and Evaluation


                               TIPS

     USAID Center for Development Information and Evaluation


                       CONDUCTING A PARTICIPATORY EVALUATION


What Is Participatory Evaluation?


Participatory evaluation provides for active involvement in the

evaluation process of those with a stake in the program: providers,

partners, customers (beneficiaries), and any other interested parties.

Participation typically takes place throughout all phases of the

evaluation: planning and design; gathering and analyzing the data;

identifying the evaluation findings, conclusions, and

recommendations; disseminating results; and preparing an action

plan to improve program performance.


Characteristics of Participatory Evaluation


Participatory evaluations typically share several characteristics that

set them apart from traditional evaluation approaches. These

include:


Participant focus and ownership. Participatory evaluations are

primarily oriented to the information needs of program stakeholders

rather than of the donor agency. The donor agency simply helps the

participants conduct their own evaluations, thus building their

ownership and commitment to the results and facilitating their

follow-up action.


Scope of participation. The range of participants included and the

roles they play may vary. For example, some evaluations may

target only program providers or beneficiaries, while others may

include the full array of stakeholders. 


Participant negotiations. Participating groups meet to

communicate and negotiate to reach a consensus on evaluation

findings, solve problems, and make plans to improve performance.


Diversity of views. Views of all participants are sought and

recognized. More powerful stakeholders allow participation of the

less powerful.


Learning process. The process is a learning experience for

participants. Emphasis is on identifying lessons learned that will

help participants improve program implementation, as well as on

assessing whether targets were achieved.


Flexible design. While some preliminary planning

for the evaluation may be necessary, design issues

are decided (as much as possible) in the

participatory process. Generally, evaluation

questions and data collection and analysis

methods are determined by the participants, not

by outside evaluators. 


Empirical orientation. Good participatory

evaluations are based on empirical data.

Typically, rapid appraisal techniques are used to

determine what happened and why.


Use of facilitators. Participants actually conduct

the evaluation, not outside evaluators as is

traditional. However, one or more outside experts

usually serve as facilitator that is, provide

supporting roles as mentor, trainer, group

processor, negotiator, and/or methodologist. 


Why Conduct a Participatory 

Evaluation?


Experience has shown that participatory

evaluations improve program performance.

Listening to and learning from program

beneficiaries, field staff, and other stakeholders

who know why a program is or is not working is

critical to making improvements. Also, the more

these insiders are involved in identifying

evaluation questions and in gathering and

analyzing data, the more likely they are to use the

information to improve performance.

Participatory evaluation empowers program

providers and beneficiaries to act on the

knowledge gained.


Advantages to participatory evaluations are that

they


    Examine relevant issues by involving key

     players in evaluation design


    Promote participants' learning about the

     program and its performance and enhance

     their understanding of other stakeholders'

     points of view


    Improve participants' evaluation skills


    Mobilize stakeholders, enhance

     teamwork, and build shared commitment

     to act on evaluation recommendations


    Increase likelihood that evaluation

     information will be used to improve

     performance


But there may be disadvantages. For example,

participatory evaluations may


    Be viewed as less objective because

     program staff, customers, and other

     stakeholders with possible vested interests

     participate

 

    Be less useful in addressing highly

     technical aspects 


    Require considerable time and resources

     to identify and involve a wide array of

     stakeholders


    Take participating staff away from

     ongoing activities


    Be dominated and misused by some

     stakeholders to further their own interests


Steps in Conducting a Participatory 

Evaluation


Step 1: Decide if a participatory evaluation

approach is appropriate. Participatory

evaluations are especially useful when there are

questions about implementation difficulties or

program effects on beneficiaries, or when

information is wanted on stakeholders' knowledge

of program goals or their views of progress.

Traditional evaluation approaches may be more

suitable when there is a need for independent

outside judgment, when specialized information is

needed that only technical experts can provide,

when key stakeholders don't have time to

participate, or when such serious lack of

agreement exists among stakeholders that a

collaborative approach is likely to fail.


Step 2: Decide on the degree of participation.

What groups will participate and what roles will

they play? Participation may be broad, with a

wide array of program staff, beneficiaries,

partners, and others. It may, alternatively, target

one or two of these groups. For example, if the

aim is to uncover what hinders program

implementation, field staff may need to be

involved. If the issue is a program's effect on

local communities, beneficiaries may be the most

appropriate participants. If the aim is to know if

all stakeholders understand a program's goals and

view progress similarly, broad participation may

be best.

 

Roles may range from serving as a resource or

informant to participating fully in some or all

phases of the evaluation.

Step 3: Prepare the evaluation scope of work.

Consider the evaluation approach the basic

methods, schedule, logistics, and funding. Special

attention should go to defining roles of the outside

facilitator and participating stakeholders. As much

as possible, decisions such as the evaluation

questions to be addressed and the development of

data collection instruments and analysis plans

should be left to the participatory process rather

than be predetermined in the scope of work. 


Step 4: Conduct the team planning meeting.

Typically, the participatory evaluation process

begins with a workshop of the facilitator and

participants. The purpose is to build consensus on

the aim of the evaluation; refine the scope of work

and clarify roles and responsibilities of the

participants and facilitator; review the schedule,

logistical arrangements, and agenda; and train

participants in basic data collection and analysis.

Assisted by the facilitator, participants identify the

evaluation questions they want answered. The

approach taken to identify questions may be open

ended or may stipulate broad areas of inquiry.

Participants then select appropriate methods and

develop data-gathering instruments and analysis

plans needed to answer the questions.


Step 5: Conduct the evaluation. Participatory

evaluations seek to maximize stakeholders'

involvement in conducting the evaluation in order

to promote learning. Participants define the

questions, consider the data collection skills,

methods, and commitment of time and labor

required. Participatory evaluations usually use

rapid appraisal techniques, which are simpler,

quicker, and less costly than conventional sample

surveys. They include methods such as those in

the box on page 4. Typically, facilitators are

skilled in these methods, and they help train and

guide other participants in their use.


Step 6: Analyze the data and build consensus on

results. Once the data are g