Participatory

Development
(M&E)

Material prepared by Dr. Usman Mustafa, Chief Project Evaluation and Training Division, PIDE, Quid-i-Azam, Islamabad. E. Mail: usman@pide.org.pk

FORMAT
What is Participation and Rational for Participatory Approach Different Between Conventional PME Principal of PME approach Benefits of PME When to Introduce PME Participatory Methodology/Tools

PARTICIPATION

Voluntary involvement of people in self-determined change

COMMUNITY
any social,

Community encompass economic or cultural group

PM&E
A systematic approach for involving local people in monitoring and evaluating changes in the project environment, which affect them directly.

Shift in Development Thinking

Participation and ownership of all stakeholders is essential for sustainable development. M&E are critical for holding development actors (all members of the society) accountable, measuring our successes and learning from our mistakes. This mean going beyond measuring inputs and out puts. impact Expertise is not the monopoly of technocrats; people at all levels hold important relevant information.

Rationale for Community Development Approach

Government resources are scare Big gap between govt. and the beneficiaries inadequate development Without participation project become dependent Poor and ineffective delivery to end-user Distribution of resources poor at the bottom Local level conflicts and political polarization hurdles in hastening the development process Sustainable development

Different in Conventional and Participatory Approach

Conventional Participatory
Who plans and manage the process
Role of primary stakeholders (the intended beneficiaries) Approach

Senior managers, or outside experts

Local people, project staff, managers, and other stakeholders, often helped by a facilitator
Design and adopt the methodology, collect and analyze data, share findings and link them to action Adaptive

Provide information only

Predetermine

Different in Conventional and Participatory Approach

Traditional
Top-down responsibility

Participatory
Dialogue shared responsibilities Demand driven (Expressed needs for mobilization of potential) Criteria based Transparent

Supply driven by instructions and formal procedures

Clientele based Hidden closed

Different in Conventional and Participatory Approach/2

Traditional
Contracting Spending the budget Instruction and work in compartmental manner

Participatory
Local contribution Sensible to budget Dialogue for integration and cooperation

Principles of Participatory Approach

Need oriented Local contribution/participation Flexibility Balanced output and process Networking Shared responsibility Accountability Transparency Integration

Benefits of Participatory Approach

For both insiders & outsiders Information:
Timely Accurate Relevant Useable Understandable Cost-effective

Benefits of Participatory Approach ./2

For OUTSIDERS Learn from community
Understand constraints It is as an entry point Information from communities (If they share) Discover researchable issues Real needs & priorities of communities Window for evaluating participation

Benefits of Parti. Appr. ./3

For INSIDERS
Clear about what project offer Learning analytical tools New perspectives of old problems New ways to judge their efforts (Continue/not) New ways to articulate their needs to outsider Better understand outsiders infor. Activate, control and, infact own the information

BOTH INSIDERS AND OUTSIDERS BENEFIT FROM PME, THE GOALS OF SUSTAINABILITY AND SELF-HELP ARE ENCOURAGED AND AS A RESULT, THE CHANCE FOR A LONG-TERM POSITIVE IMPACT IS INCREASED

When to Introduce PME

Different PHASES:
Project concept & Design Planning Site Selection & entry into the community Implementation Monitoring and Evaluation - (PME) Exit from the community

Any phase can be an entry point for PM

Next steps? Re-assessment Pre-visit Part. Need Assess.

(Self) Evaluation Community Mobilization Implementation Project Planning Project Cycle

Screening

Participatory Methodology
1. Organize community institutions based on peoples identified needs; 2. Increase awareness and up-gradation of their indigenous skill (HRD) 3. Capital formation (Saving and credit); and 4. Develop effective linkages with line agencies (Govt. and private)

Triangulation of PM&E

Tools of PM
Tool
Maps Venn Diagrams Flow Diagrams

Purpose
To show location & types of changes in area being monitor To show changes in relationships between groups, institutions, and individuals To show direct and indirect impacts of changes, and to relate them to cause

Diaries

To describe changes in the lives of individual or groups

Tools of PM./2
Tool Purpose
Photograp To depict changes through a sequence of hs images Matrix Scoring Network Diagrams SWOT Analysis To compare peoples preferences for set of options or outcomes To show changes in the type and degree of contact between people and services To know the strengths, weaknesses, opport. & threat

Key Considerations in Planning your Monitoring & Evaluation (Before)

For what purpose is the evaluation being done Who are the audiences for the information from the evaluation What kinds of information are needed to make the decision From what sources should the information be collected How can that information be collected in a reasonable fashion (questionnaires, interviews, When is the information needed What resources are available to collect the information
examining documentation, observing customers)

10 Key Factors for Improving M&E

1. Focus on key needs of management and accountability 2. Avoid over-ambitious goals 3. Think of M&E as a process: integrates decision making, planning, and implementation 4. Assign responsibilities for M&E and follow-up 5. Inform all levels of management and staff of M&E purposes, principles, and uses

 10 Key Factors for Improving M&E

6. Plan the M&E system to match resources and needs 7. Use simple practical methods to minimize time, cost, and paperwork 8. Provide timely information for decision making 9. Summarize results and present options for action 10. Keep it small and simple

SWOT analysis
It is a strategic planning to evaluate:
Strengths Weaknesses Opportunities, and Threats

involved in a project or in a business venture or in any other situation requiring a decision.

SWOT
Strengths are attributes of the organization that are helpful to achievement of the objective.plans, Weaknesses are attributes of the organization that are harmful to achievement of the objective. Opportunities are external conditions that are helpful to achievement of the objective. Threats are external conditions that are harmful to achievement of the objective.

SWOT analysis
The required first step in SWOT analysis is the definition of the desired end state or objective.
The definition of objective must be explicit and approved by all participants in the process. This first step must be performed carefully because failure to identify correctly the end state aimed for leads to wasted resources and possibly failure of the enterprise.

Use of SWOT Analysis

SWOTs are used as inputs to the creative generation of possible strategies, by asking and answering the following four questions many times:
1. How can we Use each Strength? 2. How can we Stop each Weakness? 3. How can we Exploit each Opportunity? 4. How can we Defend against each Threat?

Examples of possible S&W

Resources: financial, intellectual, location Customer Service Efficiency Competitive Advantages Infrastructure Quality Staff Management Price

Examples of possible S&W

Distribution Channels and Hours of operations After sales service and Sales promotion techniques Transportation and Delivery time Diversified fields, Product line and multiple services/offers (Technical, Commercial, Designing & Turnkey Projects etc )

Examples of possible O&T

Competitors' actions Economic conditions Interest rates Increasing market saturation Changes in laws and regulations

Errors to Be Avoided
1. Conducting a SWOT Analysis before defining and agreeing upon an objective (desired end state). A moment of reflection will reveal an indisputable truth: SWOTs cannot exist in the abstract. They can exist only with reference to an objective. If the desired end state is not openly defined and agreed upon, each participant may have a different end state in mind and the outcome is confusion. 2. Opportunities [external to the company] are often confused with strengths [internal to the company]. Keep them separate. 3. Another error is to confuse SWOTs with possible strategies. This error is made especially with reference to Opportunities. To avoid this error, it may be useful to think of Opportunities as "Auspicious Conditions." It may also be useful to keep in mind that SWOTs are descriptions of conditions. Possible strategies define actions.

THANKYOU VERY MUCH