1996, Number 2


                   Performance Monitoring and Evaluation

                                   TIPS

          USAID Center for Development Information and Evaluation


                    CONDUCTING KEY INFORMANT INTERVIEWS



What Are Key Informant Interviews?


They are qualitative, in-depth interviews of 15 to 35 people selected for their first-hand knowledge about a topic of interst. The interviews are loosely structured,

relying on a list of issues to be discussed. Key informant interviews resemble a

conversation among acquaintances, allowing a free flow of ideas and information.

Interviewers frame questions spontaneously, probe for information and takes notes,

which are elaborated on later. 


When Are Key Informant Interviews Appropriate?


This method is useful in all phases of development activities identification,

planning, implementation, and evaluation. For example, it can provide information

on the setting for a planned activity that might influence project design. Or, it could

reveal why intended beneficiaries aren't using services offered by a project. 


Specifically, it is useful in the following situations:


1.   When qualitative, descriptive information is sufficient for decision-making.


2.   When there is a  need to understand motivation, behavior, and perspectives

     of our customers and partners. In-depth interviews of program planners

     and managers, service providers, host government officials, and

     beneficiaries concerning their attitudes and behaviors about a USAID

     activity can help explain its successes and shortcomings. 


3.   When a main purpose is to generate recommendations. Key informants can

     help formulate recommendations that can improve a program's

     performance.


4.   When quantitative data collected through other methods need to be

     interpreted. Key informant interviews can provide the how and why of

     what happened. If, for example, a sample survey showed farmers were

     failing to make loan repayments, key informant interviews could uncover

     the reasons.

 

5.   When preliminary information is needed to design a comprehensive

     quantitative study. Key informant interviews can help frame the issues

     before the survey is undertaken.



Advantages and Limitations


Advantages of key informant interviews include: 


     they provide information directly from

     knowledgeable people


     they provide flexibility to explore new ideas           and issues not anticipated during planning


     they are inexpensive and simple to conduct


Some disadvantages: 


     they are not appropriate if quantitative data are           needed


     they may be biased if informants are not                carefully selected


     they are susceptible to interviewer biases


      it may be difficult to prove validity of findings


Once the decision has been made to conduct key informant

interviews, following the step-by-step advice outlined

below will help ensure high-quality information.


Steps in Conducting the Interviews


Step 1. Formulate study questions. 


These relate to specific concerns of the study. Study

questions generally should be limited to five or fewer.


Step 2. Prepare a short interview guide.


Key informant interviews do not use rigid questionnaires,

which inhibit free discussion. However, interviewers

must have an idea of what questions to ask. The guide

should list major topics and issues to be covered under

each study question.


Because the purpose is to explore a few issues in depth,

guides are usually limited to 12 items.  

Different guides may be necessary for interviewing

different groups of informants. 


Step 3. Select key informants. 


The number should not normally exceed 35. It is

preferable to start with fewer (say, 25), since often more

people end up being interviewed than is initially planned. 


Key informants should be selected for their specialized

knowledge and unique perspectives on a topic. Planners

should take care to select informants with various points

of view. 


Selection consists of two tasks: First, identify the groups

and organizations from which key informants should be

drawn for example, host government agencies, project

implementing agencies, contractors, beneficiaries. It is

best to include all major stakeholders so that divergent

interests and perceptions can be captured.

 

Second, select a few people from each category after

consulting with people familiar with the groups under

consideration. In addition, each informant may be asked

to suggest other people who may be interviewed. 


Step 4. Conduct interviews. 


Establish rapport. Begin with an explanation of the

purpose of the interview, the intended uses of the

information and assurances of confidentiality. Often

informants will want assurances that the interview has

been approved by relevant officials. Except when

interviewing technical experts, questioners should avoid

jargon.


Sequence questions. Start with factual questions.

Questions requiring opinions and judgments should

follow. In general, begin with the present and move to

questions about the past or future.


Phrase questions carefully to elicit detailed information.

Avoid questions that can be answered by a simple yes or

no. For example, questions such as "Please tell me about

the vaccination campaign?" are better than "Do you

know about the vaccination campaign?" 


Use probing techniques. Encourage informants to detail

the basis for their conclusions and recommendations. For

example, an informant's comment, such as "The water

program has really changed things around here," can be

probed for more details, such as "What changes have

you noticed?" "Who seems to have benefitted most?"

"Can you give me some specific examples?"


Maintain a neutral attitude. Interviewers should be

sympathetic listeners and avoid giving the impression of

having strong views on the subject under discussion.

Neutrality is essential because some informants, trying to

be polite, will say what they think the interviewer wants

to hear. 

Minimize translation difficulties. Sometimes it is

necessary to use a translator, which can change the

dynamics and add difficulties. For example, differences

in status between the translator and informant may inhibit

the conversation. Often information is lost during

translation. Difficulties can be minimized by using

translators who are not known to the informants, briefing

translators on the purposes of the study to reduce

misunderstandings, and having translators repeat the

informant's comments verbatim.


Step 5. Take adequate notes. 


Interviewers should take notes and develop them in detail

immediately after each interview to ensure accuracy. Use

a set of common subheadings for interview texts,

selected with an eye to the major issues being explored.

Common subheadings ease data analysis. 


Step 6. Analyze interview data. 


Interview summary sheets. At the end of each interview,

prepare a 1-2 page interview summary sheet reducing

information into manageable themes, issues, and

recommendations. Each summary should provide

information about the key informant's position, reason

for inclusion in the list of informants, main points made,

implications of these observations, and any insights or

ideas the interviewer had during the interview.


Descriptive codes. Coding involves a systematic

recording of data. While numeric codes are not

appropriate, descriptive codes can help organize

responses. These codes may cover key themes, concepts,

questions, or ideas, such as sustainability, impact on

income, and participation of women. A usual practice is

to note the codes or categories on the left-hand margins

of the interview text. Then a summary lists the page

numbers where each item (code) appears. For example,

women's participation might be given the code

"wom par," and the summary sheet might indicate it is

discussed on pages 7, 13, 21, 46, and 67 of the interview