"The most important point for all types of workshops is that the participation of the representatives of all relevant stakeholder groups is ensured. This goes beyond mere discussion: at some stage there is always the necessity to make binding decisions. At this point, the workshop participants must
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be empowered by their respective organisations and/or groups (constituencies) to make such binding decisions (commitments concerning the use of people, materials, equipment, time, and money).
A second important point for all types of workshops is the recommended use of a team of two facilitators. Years of experience in the context of organisations in the field of development have clearly demonstrated the advantage of having two facilitators rather than only one: a single facilitator simply cannot keep track of all the details of the group processes and, at the same time, keep the discussion focussed along the lines of the previously agreed agenda. Therefore, it is essential that the two facilitators compare their perceptions in the breaks between sessions and take turns in facilitating. Their perceptions thus gain in objectivity and their activity is less influenced by the emotional and cognitive strain that group processes invariably produce.
It should also be obvious that the less the facilitators are directly involved in the project under discussion, the more efficiently they will work. The more they are "outsiders," the more impartial they can be towards the expression of (sometimes diverging) interests in the processes of discussion and negotiation that are the essence of the MAPA-PROJECT workshops. This will not only increase the trust of all participants in the results of the workshop (i.e. the project plan), it will also enhance the credibility of this plan in the eyes of outside organisations, such as a funding organisation. For the same reason it is often advisable to conduct the workshop on "neutral grounds" (i.e., in a location different from that of the organisation which will be running the project)." (Overview, page 21)
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"This manual is intended as an introduction to the theory and concepts of Outcome Mapping and as a guide to conducting an Outcome Mapping workshop. Although Outcome Mapping may be appropriate in various contexts, it has primarily been tested by development research organizations and programs working
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in Canada, Africa, Latin America, and Asia. This manual reflects that perspective and Outcome Mapping may have to be adapted to be used with groups other than our constituency of researchers, scientific organizations, government officials, policymakers, and NGOs (for example, communities). Outcome Mapping has been developed in organizations where monitoring and evaluation are primarily intended to help with program learning and improvement. The tenor of a program’s approach to Outcome Mapping will necessarily be influenced by its own and its donor’s perspectives on monitoring and evaluation. Outcome Mapping will only be as empowering, participatory, and learning-oriented as the program that implements it. Outcome Mapping takes into consideration the threats and anxiety that can be associated with planning, monitoring and evaluation, especially in a donor/recipient relationship. It offers a participatory methodology that can help programs develop a system that can meet both accountability and learning needs." (Preface)
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"A quick read of this Guide will acquaint you with the value of participatory evaluations and what can be achieved through meaningful stakeholder involvement. A focus is brought to what the Agency has learned about implementing participatory activities, and what practices have proven to work well. O
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ver the past ten years, the value of engaging key stakeholders has become critically linked to the achievement of downstream performance results. Experience has shown that if stakeholders have participated in the development of results, they are more likely to contribute to their implementation. However, it should be recognized that additional effort (and costs) are typically associated with expanded stakeholder involvement." (Page 1)
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"This book explores the use of participation in the monitoring and evaluation of development programmes. Part one of the book provides a general overview of participatory monitoring and evaluation, synthesising literature surveys and regional reviews of practice around the world. Part two presents c
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ase studies that illustrate the diverse range of settings and contexts in which participatory monitoring and evaluation is being applied. Part three raises the key issues and challenges arising from the case studies and the workshop proceedings, and proposes areas for future research and action." (Adult education and development, 2001/1)
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"The evaluation approach presented here is particularly relevant to process evaluations in which the aim is to assess the program implementation process. This methodology has been used in programs in a number of countries and found very effective. The evaluation methodology focuses on the analysis o
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f program activities and strategies, which have been implemented and on the development of “lessons learned” which can be applied in the future. Given this orientation, it is particularly well suited for use in mid-term evaluations of ongoing programs. The concept of a “participatory evaluation methodology,” used here, implies that program implementers are actively involved in all steps of the evaluation process. While participatory approaches are currently very popular in development programs, it is my belief that participation is effective only when the aim of the participation is clear and when a process to structure and channel that participation is clearly defined. This manual describes a simple and straightforward way in which program stakeholders can be involved in planning and carrying out a program evaluation. The success of a participatory evaluation depends largely on the experience and skills of the evaluation coordinator who is responsible for both designing and facilitating the exercise. This is a very challenging and demanding role and for this reason the coordinator must be carefully chosen. He/she can be an outside consultant or someone from a partner organization, depending upon where the required expertise can be found." (Introduction)
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Includes articles on: tracking change together; monitoring and evaluating in the Nepal-UK Community Forest Project; participatory self-evaluation on World Neighbours, Burkina Faso; institutional issues for monitoring local development in Ecuador; growing from the grassroots: building participatory p
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lanning, monitoring and evaluation methods in PARC; ELF - three year evaluation; Participatory monitoring and evaluation in flood proofing pilot project.
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"Las organizaciones promotoras del desarrollo necesitan saber qué tan efectivos han sido sus esfuerzos. ¿Pero quién debe hacer estos juicios, y con qué fundamentos? Normalmente son los expertos externos los que se encargan de esta misión. El seguimiento y evaluación participativos (SEP) es un
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enfoque metodológico diferente que implica que los pobladores locales, los organismos de desarrollo y los tomadores de decisiones se reúnan para decidir juntos cómo se debe medir el progreso, y qué acción se debe tomar a partir de los resultados de una evaluación. El SEP puede mostrar valiosas lecciones y mejorar la legitimidad de los proyectos de desarrollo. Sin embargo, es un proceso que implica muchos retos para todos los actores implicados, ya que conmina a la gente a examinar sus suposiciones sobre lo que significa el progreso y a enfrentar las contradicciones y los conflictos que surjan al hacerlo." (Resumen)
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"Participatory Impact Monitoring is a concept for guiding self-help projects in development co-operation. The actors involved carry out the monitoring themselves. Because PIM assumes that these actors are autonomous, it has several strands or "strings" - the monitoring systems of the self-help group
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s and the organisations are separate. The strings are periodically compared: the actors reflect on their observations and assessments, adapt their planning accordingly and deepen their dialogue with one another." (Gate 4/98)
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"Designed to help those who want to monitor and evaluate their work. This book advocates simple, low-cost methods appropriate for community development programmes, and can be used in the field by those who have no training in evaluation methodology. Has chapters on: understanding evaluation; Plannin
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g and organising resources; using existing knowledge and records; collecting more information; reposting the results of evaluation; using the evaluation results. Clear writing, how to do it with reasons for everything. Extensive bibliography. The examples refer especially to evaluation of (basic) health services." (Catalogue Intermediate Technology Publications 2000)
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