125 96D0 Docum~nting, Evaluating and Learning from our Development Projects A Participatory Systematization Workbook with Christopher Purdy and Gabriela Zapata Daniel Selener International Institute of Rural Reconstruction 125—14474
125 96D0
Docum~nting,Evaluatingand Learning from ourDevelopmentProjects
A ParticipatorySystematizationWorkbook
with Christopher Purdy and Gabriela Zapata
Daniel Selener
International Institute of Rural Reconstruction
125—14474
Documenting,Evaluatingand Learning from ourDevelopmentProjects
A ParticipatorySystematizationWorkbook
Daniel Selenerwith ChristopherPurdyandGabrielaZapata
InternationalInstituteof RuralReconstruction
LIBRARY IRCP0 Box 93190, 2509 AD THE HAGUE
trn ~oo00Fax: +31 70 3589964
BARCODE:,• t,~.ci.. 7 4—LO. ~15 ~I(~UO
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This workbookwasdevelopedby theInternationalInstituteofRural Reconstruction(IIRR) as part of its ongoing efforts tostrengthen the institutional capacity of developmentorganizationsworldwide.
IIRR is a nonprofit, nongovemmentorganizationdevotedtoimproving thequality oflife of theruralpoorin thedevelopingnationsof Africa, Asia,andLatin America.IIRR grewout of therevolutionarygrass-rootsdevelopmentmovementfoundedbyDr.Y.C. JamesYen in the1920sin China.
IIRR ProgramAreasinclude:
• Integratedcommunity-basedruraldevelopment• Environment,naturalresourcesandagriculture• Communityhealth,reproductivehealthandnutrition• Ruralenterprisedevelopment• Institutionalcapacitybuilding
Copyright© 1996DanielSelener
Partsof thisworkbookmaybereproducedoradaptedto meetlocal needswithout the permissionof the authoror thepublisher,providedthat credit is noted.
IIRR hasoffices in thePhilippines,Ecuador,Kenya,andtheU.S.This workbookis availablein EnglishandSpanishfrom:
HedquartersIAsla.~YC. JamesYen Center,Silang, Cavite4118, Phillppmes• TeL (969) 9451•Fax: (969)9937• Email.urr@phil gn.apc.org
Afrlca P.O. Box 66873,Westlands,Nairobi, Kenya• Tel (254-2)442-610,446-522• Fax: (254-2)448-148•Email: IIRR_ Kenya~)elcLgrLapc.org
LatinAmerlca~PasajeMuimagw Donoso4451 y AverudaAménca,Casilla17-08-8494,Quito,
Ecuador• Tel/Fax: (593-2)443-763• Email:[email protected]
U.S.A.:475RiversideDrive, Room1035,NewYork, NY 10115,U S.A. • Tel. (212) 870-2992~Fax(212)870-2981• Email: [email protected]
We hopeyou find this workbookuseful. If you needadditional
information,pleasewrite to oneof theaboveaddresses.
Writtenby Dame!Selener
Editing, design and production by ChristopherPurdy andGabrielaZapata
Desk—toppublishingJoséA. Jiménez
Drawings by Rick Cantada,PaulaWeiss, andMicrosoft WordClipart
Printedin Ecuadorby ABYA-YALA
ISBN No. 9978-04-241-5
IIRR: ParticipatoiySystemalizationWorkbook
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Contents
INTRODUCTION 1
SECTION1:Whatis systematization2 5
SECTION2:Objectivesof systematization 11
SECTION3:Planningofsystematization 19
SECTION4:Whatto systematize:areasof analysis 35
SECTION5:Sharinglessonslearned 65
SECTION6:Toolbox 71
IIRR: ParticipatoiySystematizationWorkbook
Introduction toSystematization
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: Introduction
• n spiteof a growinginterestandneed,therearefew clear,• practicalguidelineson howto design,follow-up andevaluate• developmentprocessesinaparticipatoryway.In generalterms,
formal evaluationsof developmentprojectsfocused almost
O exclusively on measuringresults, and without the activeparticipationof thebeneficiaries.
Staff of non-governmentorganizations(NGOs), grass-rootsorganizations(GROs),andgovernmentagencies(GAs),needtounderstandthe operatingprocessesof projectsin which theyare involved. Developmentorganizationsworkers, aswell asbeneficiaries,often reflect informally on how projectshavebeendesignedandimplementedandcanbeimproved.But thisknowledgeis rarely documented,analyzedand sharedin asystematicwayto improvetheprojectthroughon-goinglearningaboutits processesandresults.
5 ManyresearchersanddevelopmentpractitionersaredepartingO from thetraditionalpracticeof measuringonly projectresults,
and seekinga moredynamicand comprehensiveunderstanding,of its processesaswell, partly throughthe activeparticipation
Softheprojectbeneficiariesthemselves.Systematization satisfiestheseneeds.
S• Systematizationis a continuousprocessof participatory5 reflectionon a project’sprocessesandresults,undertakenby
• both project staff and participants.This systematicanalysis• generateslessonswhich arefedbackto improve the project.
It is a processthat strengthensthelearningandorganizational
Scapacityofdevelopmentorganizations,whichin turn, promotesthe implementationof moreeffectivedevelopmentprojects.
• Furthermore,whentheprojects’experiencesaredocumented,• theycanbesharedwith otherorganizations.S
UIRR ParticipatorySystematizationWorkbook 3
Whatdoesthisworkbookprovide?
Workbookcontents
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Thisworkbookprovides: S.
• anunderstandingoftheconceptof systematization
• methodsto planfor, follow-up, evaluateandimprove Sprocessesandresultsof developmentprojects 5
S• someuseful tools for conductingthesystematization 5
process•
Thisworkbookis dividedinto the following sections:S
Section1: Whatis systematization?
Section2: Objectivesof systematization
Section3: Planningof systematization
Section4: Whatto systematize:areasof analysis
Section5: Sharinglessonslearned
Section6: Toolbox
We suggestthatyoureadthewholeworkbookoncebeforeusingit. Thiswill facilitate abetterunderstandingfor subsequentuse.
4 IIRR: ParticipatorySystematizationWorkbook
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What isSystematization?
Section 1
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Section1 What is Systematization?
‘J’his sectionwill explain:
~ Whatdowemeanby systematization?
~ Why shouldweundertakeit?
1~” Who canparticipatein thesystematization?
~ Whenis thebesttimeto starttheprocess?
What do we meanby systematization?
Systematizationis a methodologywhich facffitates the on-goingdescription,analysis,anddocumentationoftheprocessesandresultsof a developmentproject* in a participatoryway.
New knowledgeis generatedthrougha systematiclearningprocess,which is then fed backandusedto makedecisionsaboutactionsto beimplementedto improveprojectperformance.Thelessonslearnedaresharedwith others.
* In thisworkbook,by “developmentproject”wemeananykind ofeitherstructuredandformalor informajdevelopmentactiwty~which mayor maynotbe a typical“developmentproject”.
Task: Readthis section,discussit with yourcolleagues,andbesurethat everybodyunderstandsthebasicconceptsofsystematization.
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Definition ofsystematization
IIRR ParticipatorySystematizationWorkbook 7
Why should we systematize?The systematizationprocessallows us to continuouslyanalyzeprojectactivities,generateknowledgetoimproveits implementationandimpact,andsharelessonslearned.
SSS
Whatwe havebeendoing:
(~\~)
Why shouldwe systematize:
(~‘~/
• “Losing” theexperience
• Not analyzingprojectscontinuously
• Not usinglessonslearnedtoimproveprojectperformance
• Evaluatingprojectsonly attheircompletion
It allowsusto:
• Preservetheexperience
• Monitor andanalyzeprocesses,activitiesandresultsthroughoutthelife of theproject
• Uselessonslearnedto improveprojectperformance
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Systematizationis: Systematizationis not:
• acontinuousprocess • a one-timeevaluation
• a comprehensiveprocess • anexternalevaluation
• aparticipatoryexercise • an impactevaluation
• aplanningtool • asimpledescriptiveexercise
• amonitoringandevaluationtool • ameredocumentation
• aproblem-solvingtool
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Thefive on-goingactivitiesof thesystematizationprocessare:
• descriptionof project
• analysisofprojectactivities
• decisionmakingandactionto improveprojectperformance
• documentation
• • sharinglessonslearned
S• All theseactivitiesmustbedocumentedin orderto ensurethat
information is preservedfor analysis,learning, and sharingwith otherorganizations.
SS• Thefive main5 activitiesof
systematization
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Who can participate in the systematizationprocess? 5
Anyonewhois involvedin thedesignandimplementationof adevelopmentproject can participate in the systematization Iprocess.This caninclude: I
I• projectbeneficiaries• communityleaders• developmentworkers• facilitators• technicalstaff• socialworkers• educators S• researchersandevaluators 5• governmentofficials 5• donors
Whencanwe startasystematization :process?
Ideally, systematizationshouldbeginwith the planning of aprojectandcontinuethroughoutits life.
If this is not possible,systematizationcanbe startedanytime Saftera projecthasbegun.However,systematizationcannotbe Sconductedat the end of a project, a~mostof the experiencesand the opportunity to improve the project on an on—goingbasis,will havebeenlost. Suchend-cf-projectactivitywouldbelimited to animpactevaluation.
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Section 2
Objectivesof
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Systematization
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Objectivesofsystematization
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Section2 ObjectivesofSystematization
Task: Readthis sectionwith your colleaguesandbe sure that everyoneunderstandsandagreesonthe objectivesof systematization.
his sectionprovidesanswersto thefollowing questions:
~ Whataretheobjectivesof systematization?
I~~’Why is it importantto systematize?
~ Whatactivitieshaveto beconductedto achievetheseobjectives?
Whatarethe objectivesofsystematization?
There are six related objectives of systematization.Eachobjective,while importantin andof itself, is alsoa steptowardachievingthenextobjective.We describeeachobjectivebelow:
Six objectivesof systematization
1. Preserveinformation
2. Improveprojectperformanceandresults
3. Promoteempowerment,self-relianceand sustainabledevelopment
4. Contributeto mutualunderstandingandcooperation
5. Enhanceorganizationalcapacity
6. Strengthencivil society
IIRR ParticipatorySystematizationWorkbook 13
Preservationof information
Improvementofprojectperformanceandresults
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0 Preserveproject informationthrough documentation
In recentyears,developmentworkersandproject beneficiaries Shave expressedthe needto describe,analyzeand document Stheir accumulateddevelopmentexperiences.In their daily Swork, thesepeopleoften reflect on how developmentprojects Sareplannedand implemented,aswell ason their impactand 5how they canbe improved. Such informal lessonsare rarelydocumented,so the experienceandknowledgegainedis lostovertime.Thesystematizationprocessfacilitatesthedocumentationof theseexperiencessotheycanbeusedfor analysisandlearningin an organizedandcoherentmanner.The information alsoservesas a basis for writing reports, articles,papers and Itrainingmaterials. I
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O Continuouslyimproveprojectperformance and results
On-goingreflectionandanalysisenableorganizationsto learnfrom their successesand failures,aswell asfrom the differentfactors that hinder or facilitate project performance.Thelessonslearnedthroughthisprocessarefedbackintotheproject Sto improveits performancewhich, in turn, will contributeto Sachievingbetterresultsandimpact.
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LEARNING
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o Promote empowerment,self-relianceand sustainabledevelopmentthrough active participation
The processof systematizationrequiresa high degreeofparticipationby all partiesinvolvedin thedescription,analysisand decisionmaking of a project. If genuinelyparticipatory,this processcan promotethe empowermentof the intendedbeneficiaries,encouragingthem to actively participateindefining and fulfilling their needs.At the sametime, thisprocesscanpromoteself-relianceandsustainabledevelopment,wherechangesandimprovementsarebasedon consensus.
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O Contribute to mutual understandingandcooperationbetweencommunitiesand developmentorganizations
Becausesystematizationis aparticipatoryprocess,it facifitatesreaching a common understandingbetweencommunitymembersand the developmentorganizationstaff~aboutthenatureof communityproblemsandtheactionsto betakentosolve them.On-goingdialogueandpartnershipin the processof reflection, planning, implementationand evaluationofdevelopmentactivitiesis essential.
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Activeparticipation
Mutualunderstandingandcooperation
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Enhanceorganizationalcapacity
Strengthencivil society
o Enhanceorganizationalcapacitythrough developmentof skills
Systematizationhelps participantsto developtheir ability toplan and implementactivities, learn, and manageresourcesefficiently. It also facilitates common understandingof aproject by its staff. This processalso allows organizationstodevelopskills for networkingwith otherorganizations(NGO5,GROs, GAs, donors), therebypromoting cooperationandsharingofknowledge.
o Strengthencivil societyt;hroughthesharingof lessonslearned
Sharinglessonslearnedis importani: for organizationsto playameaningfulrole in civil society.Organizationsarepart of aglobal systemthat must be strengthenedin order to haveawider impactondevelopmentpoliciesthataffecttheirinterestslocally, regionally,nationally,andeveninternationally.
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Sharingknowledgeandexperienceswith otherorganizationssavestime andresourcesasit will maketheseorganizationslesslikely to makesimilar mistakes.In this way, systematizationfacilitates institutional learning, common problem-solving,capacitybuilding andnetworking.Furthermore,if informationis sharedwith donoragencies,it givesthema betterideaof theneedsof various organizationsand enablesthem to allocateresourcesmore effectively. Sharingof lessonsmay be donethroughworkshops,conferences,trainingcourses,publicationsandformalor informalnetworks.
16
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Achieving objectives:activitiesof systematization
In orderto achievetheseobjectives,therearespecificactivitieswhich must be performed.The activities are summarizedbelow:
~jectives Activities
1. Preserve~ormation. Documentprojectactivities.
2. Improvep~ojectperformance,resultsaulimpact.
Analyzeprojectdesign,implementationandresultscontinuouslyandimplementactionsfor change.
3. Promote~npowerment,seif-relianteandsustainabledeve1opn~it.
Insuregenuineparticipationby all partiesinvolved.
4. Contribu~to mutualunderstandingandcooperation.
Projectparticipantsandstaff
work togetherin planning,implementationandevaluation.
5. Enhanceorganizationalcapacity.
Uselessonslearnedto:
1) betterdesignandmanageplanning,administrativeandfinancial systems,
2) collaboratewith otherorganizations.
6. Strengthencivil society. Network, collaboratewithotherorganizations,exchangeandshareinformation,andconductadvocacy
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Section 3
Planning ofSystematization
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Section3 Planning ofSystematization
n thissectionwewill shareinformationon howto planasystematizationprocess.Thissectionis dividedinto threeparts:
I~~’Principleswhich guidesystematization
~ Aspectsto considerbeforestartingthesystematizationprocess
~ Solutionsto possibleobstaclesencounteredduringsystematization
Principles which guide systematization
Principlesof systematization
1. Relevanceandneed
2. Integratedandglobal
3. Historicalperspective
4. Relativityofinformation
5. Pluralityof opinionsandknowledge
6. Useof localandscientificknowledge
7. Participation
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Task: Meet as a group to discussthe followingprinciples andseehow they relate to thesystematizationof yourproject.
o Relevanceandneed
You should undertakesystematizationof a project only if allparticipants,especiallyproject beneficiaries,perceive it asuseful andnecessary.Otherwise,you maybe embarkingon aprocesswhichmayservelittle purpose.
o Integratedandglobal
Theproject shouldbe analyzedwithin thebroadercontextofsocietyincluding, amongothers,thesocial,economic,political,andcultural aspectsthat influence it. Therefore,information
obtained during the systematizationprocessshould beanalyzedfrom aglobal perspective.
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It is importantto considerthe historicalroots of the problemthat the project intends to solve. By understandingthehistoricaltrends,andlearning from the successesandfailuresofthepast,peoplecanplayamoreeffectiverole in determiningtheirfutures.
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O Relativity of information
Thereneedsto be an awarenessthat implementedactivitiesand lessonslearnedmay be relevant or applicable for aparticularsituationonly. This would needto be consideredinanyplansforfuturereplicationaswell assharingof information.
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IIIRR: ParticipatorySystematizationWorkbook 23
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0 Plurality of opinionsandknowledge :Rememberthat thereexistsa widevarietyofinterpretationsofreality. Eachpersonseesthe world through a personal“lens”which is a product of a variety of factorssuchasculture,education,genderand age.This plurality of knowledgeandperspectivesenrichesthesystematizationprocess.
S
Systematizationallows for the gathering, organization,synthesi,and useof local -or indigenous-and scientificknowledgethat hasbeenuseful in the community.Thisknowledgecan be historical, economic, technical, social orpolitical. Systematizationalso allows for the generationof newknowledgein regardto theprojectimplemented.
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24 IIRR: ParticipatorySystematizationWorkbook I
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SI5 0 ParticipationS• Thedescriptionandanalysisof a projectshouldbeconducted• in a participatory way, which takesinto accoanteveryones• point of view. No individual should be responsibleof• documentingand systematizinga project. Instead, the
Igenerationof knowledgeand lessonsshouldinclude thedifferentperspectivesofall participantsabouttheproject.This
I will increasethe likelihood that decisionsmadeare accepted• andrespectedby all, while promotingdemocraticprocesses.SS.SIIISIISSIISISSIIS5
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IIRR: ParticipatorySystematizationWorkbook 25
T he aspectsto beconsideredbeforestartingthesystematizationprocessare:
Why areyou goingto systematizetheproject?Whataspectsoftheprojeciwill beanalyzed?Who will coordinatetheprocess?Who will participatein thesystematizationprocess?Whatmethodsandtoolswill beused?Whatkind ofdatawill youuse?How wifi you recordandorganizethecollectedinformation?Whatproceduresandtime framewill youuse?
0 Why are you going to systematizethe project?
Although this mayseema simplequestion,it is importantthatparticipantsunderstandthe reasonsfor systematizingtheproject, so that the purpose is clear to all involved.Differencesof opinion shouldbe discussedand clarifiedbeforestarting.
Aspectsto consider before startingthe systematizationprocess
Task: Beforestartingthe systematizationprocess,you must carefully analyzethe followingaspectswith projectstaffandbeneficiaries.
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Possiblereasonsto systematize:
• Improveprojectperformanceandavoidproblems• Learnaboutprojectdynamics• Democratizeprojectdecisionmaking• Evaluateprocessesandimpact• Other:
26 IIRR ParticipatorySystematizationWorkbook
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0 What aspectsof the projectwill be analyzed?
• You can systematizean entire project or just a specific• component, such as different kinds of activities, training,5 communityparticipationor a givenphaseof it. Whateverthe• case,besurethateveryoneis clearaboutwhatyou aregoingto
systematizeandthat this aspectis perceivedasrelevantandnecessaryby all involved.
Youwill alsoneedto decidehow generalor detailedyou wantS your information to be.Therefore,youmustcarefullyselectfor• systematizationthoseaspectswhich aremostrelevantto your• needs.While you maywishto emphasizecertainaspectsover• others,it is recommendedthat you dedicatesometime and• energyto eacharea.Themoretime you spendon eachaspect,
the moreuseful the systematizationprocesswill be. You willfind possibleareasofanalysisin Section4 ofthisworkbook.
I ____________________________
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0 Who will coordinate the process?
Youneedto appointsomeoneto coordinatethesystematizationprocess.This preferablyshould be a personfrom within theorganizationor group.However,anoutsidefacilitator mayalsobeanoption.Theperson’sresponsibilitieswill be to coordinatemeetings and schedules,draw up workplans, organize andmotivate participants,documentand distribute information,facilitateanalysisandperformotherrelatedtasks.
Examplesof possibleaspectsor topicstosystematize:
• A wholeproject• Cost-benefitanalysisof a creditprogram• Processof adoptionof low-inputagricultural
technologies• Processandimpactof atrainingprogram• A community-basedhealthproject
IIRR ParticipatorySystematizationWorkbook 27
S
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0 Who will participate in thesystematizationprocess? :It is possibleto involve everybodywho is orhasbeenpartof a Sproject.However,in mostcases,organizationsor communities Sprefer to strategically select individuals or representative 5groupswho arewilling andableto participatein the process 5andwho representdiverseviews andexperiences.While youneedto decidebeforehandwhowill participate,youcanalwaysincludenewparticipantsat anytime during thesystematization.Keepinmind thatthemorevariedthebackgroundsofthepeopleinvolved, themorevaluabletheprocessis.
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0 What methodsandtools will you use? :You will needto decidewhatmethodsandtoolsyouwill useto 5elicit andanalyzeinformationandmakedecisions.Youshould 5choosetools that you andyour colleaguesknow and arefamiliarwith already,andthatwill beusefulto systematizeyourproject.
•S
Possiblecoordinators:
• A communityleaderormember• A staffmemberfrom thedevelopmentorganization• A staffcommittee• An externalfacilitator• Other
Possibleparticipants:
• Communityleadersandmembers• NGOor GRO staff• Governmentworkers• Facilitators• Technicalstaff• Researchersandevaluators• Other
28 IIRR: ParticipatorySystematizationWorkbook
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0 What kind of datawill you use?
• You will needto decideif quantitativeand/orqualitativedata• aregoingto beusedin eachareaof analysis.Thedecisionmust• be madebasedon the typeof issuethat will bedescribedand• analyzed.Werecommendusingacombinationofboth.
II Quantitative datautilize numbers(or statistics)andgenerate• figures with which onecanmakebroadergeneralizationsand
S comparisonsabout the information gathered,if the samplesarerepresentativeenough.Thesedataareoftenmorerevealing• andcommunicativeif presentedin theform of charts,diagrams• or trendlines,ratherthansimplyastotals or averages.
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Possiblemethods:
• Meetings• Fieldtrips• Focusgroups• Interviews• Others
Possibletools:
• Problemtree• SWOT (strengths,weaknesses,
opportunities,threats)• Planningmatrix• Advantagesanddisadvantagestable• Prosandconschart• Logicalframework• Others
N
0
01 2 3 4 5
Examplesof quantitativedata
• Tonsof grainsproduced• Kilometersofroadbuilt• Numberof childrenvaccinated• Numberof coursesoffered
IIRR: ParticipatorySystematizationWorkbook 29
Qualitativedatafocusmoreonpersonalandgroupperceptions,opinions, feelings, impressionsand reactions,and are veryimportantto usein projectsystematization.
O How will you recordandL organizethecollectedinformation?
Beforestarting,youshouldknowhowyouwill recordandorganizecollectedinformation.You maywish to appointoneor morepeoplewhowill beresponsiblefor documentingandorganizingimportantinformation.
I
O What proceduresand time framewillyou use? S
You will needto establishtheproceduresandtime frameto be 5usedin the systematizationprocessin order to keep it wellplannedandorganized.Theproceduresshouldinclude ageneralplanof themesyou will discussandactivitiesyou willundertake.This includestopics to be discussedonly onceaswell asthoseto bediscussedcontinuously.
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30 ITRR: ParticipatorySystematizationWorkbook S
Examplesof qualitativedata
• Opinionof communityleaders• Experienceswith thestrengthsandweaknesses
of aproject• Life stories• People’svision oftheimprovementsresulting
from the irrigation project in thecommunity
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Possiblewaysof recordingandorganizinginformation:
• Written documents• Computerifies• Videosor photographs• Audio recording
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Your timeframeshouldbea scheduleof theseactivitiesfor thewhole systematizationprocess.You may needto allow moretime in the initial stagesin orderto train people,becomefamiliar with the principlesof systematizationandbe abletoimplementit.
Solutions to possibleobstaclesencounteredduring systematization
Basedonpastexperiencesin systematization,youmayfacethefollowing constraintswhen planning and implementinga systematizationprocess:
lackofstaff time
1~’ lackof staffskills
II~ lackoffinancialresources
Belowyou will find abriefdescriptionoftheseproblemsaswellaspossiblesolutions.
ACTiVITIES Jan Feb Mar Apr May Jun Jul ~ug Sep Oct Nov Dec
1. Planning
2. Descriptionandanalysisofconceptualframework
3. Descriptionandanalysisof generalcontext
4. Descriptionandanalysisof characteristicsofparticipants
5. Descriptionandanalysisof projectimplementation
6. Etc.etc...
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IIRR: ParticipatorySystematizationWorkbook 31
0 Lack of staff time
Solutionsforlackof time
Manyorganizationsfeel thereis a lackof time to systematize.Developmentorganizationsseldom allocate time for suchactivitiesbecauseof theperceptionthatdevelopmentactivitiesmustproducetangibleoutcomes(e.g.teacha courseor installawaterpump).Exerciseslike dialogueandreflectionareoftenseenastakingtime awayfrom hands-onactivities.Thelimitednumberof staff often haveso manyresponsibilities,that thisadditionalassignmentis perceivedto be burdensome.In addition, beneficiariesthemselvesarebusywith theirday-to-daytasksand don’t alwayshavetime to participateinthesystematizationmeetings.
Possiblesolutions
• Of course,organizationalcommitmentto the processofsystematizationis a keyfactor which will ensurethat thenecessarytime is found.
• Adapt existingmeetingsto theneedsof yoursystematizationprocess.
32 IIRR: ParticipatorySystematizationWorkbook S
Task: Anticipatetheobstaclesthatyourorganizationmay face in the systematizationprocessand decidewhat you will do to overcomethem.
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• Whentheprojectis designed,incorporatesystematizationas one of the on going activities, therebyensuringthatenough time is allocated to undertake the processthroughoutthelife oftheproject.
• Demonstratethat systematizationdoes have tangibleresultsandimpactsandwill bea usefulexerciseto whichtime shouldbeallocated.
S• • If organizationsfocuson themost importantaspectsof a
I projecttobesystematized,thecollectionof informationtoanalyzewill beoptimized,andthepossibilityofredundant
S workwill bediminished.•5 • Contractthe servicesof anexternalfacilitator to assistwith• thecoordinationofthesystematizationprocess,althoughit is
betterto haveaninternalfacilitatorwhenpossible.
S • Beflexible abouttheneedsandschedulesofbeneficiaries;• theywill knowwhat timesaremostconvenientfor them,• perhapsweekendsor evenings.
S\,~
0 Lack of staff skills
Manypeoplefeel that systematizationis too complicatedandthat they lackthe necessaryskills to systematize,suchasfacilitation,analysisandwriting. Theyfeelthat systematizationis a taskto beconductedby outsideexperts.
Possiblesolutions /
Solutionsto • Choosethe most motivatedand skilled personin yourlack of staff organizationto coordinatethesystematizationprocess,orskills rotate this responsibifity, therebydrawing upon a wider
rangeof abilities. You mayalso choosea personwho hastheinterestandability to learnhowto facilitatereflectionprocesses.
• Providespecializedtrainingto staff, especiallycoordinators,• about facilitation, analysis and documentation, to5 strengthentheirabilitiesandconfidencein systematization.
S• • Use suggestionsin this manualto build up staff skifis• within yourorganizationor project.
,
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JTRR. ParticipatorySystematizationWorkbook 33
0 Lack of financial resources
34
It is possiblethat organizationswhichwant to conductasystematizationmayfeel that theylackthefinancialresourcesto do so.Althoughsystematizationis not anexpensiveactivity,somecostsmaybe expectedsuchaspaper,photocopies,photographs,recording, refreshments,transportationandothercosts.
5’ /
/
Possiblesolutions
• Include systematizationcosts in the project budgetsubmittedto donors,justifying the needandbenefitsofsystematization.Systematizationcosts may easily beincorporatedin “monitoringandevaluation”line items.
• If theimplementationof theprojecthasstartedandfundswere allocatedalready, considersubmitting a separatebriefproposalto coverthecostsinvolvedinsystematization.
• Includesystematizationcostsin differentline itemsin thebudget, for example, for the staff time which will beinvolvedorfor office materials.
IIRR: ParticipatorySystematizationWorkbook
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Section 4
What to Systematize:Areas of Analysis
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SISISIS III SSOSSOSISI•ISSSSII••S5I•I•S••SI•••SOI•
This sectionpresentsthe four areasof analysiswhich will beuseful to document,describe,analyzeand improveyourproject.
Theproposedmodel is not rigid, but flexible. You shouldnotfeel you must “box in” your developmentproject to fit theframeworkprovidedhere.On thecontrary,youshouldmodifyit by addingor taking out areasof analysisto meetyourorganizationalandprojectneeds.
Rememberthat systematizationis comprisedof five on-goingactivities
~ ~
Section4 What to Systematize:Areas ofAnalysis
So far in thisworkbookwehave:
t~ definedtheconceptof systematization,
~ presentedits goals,
II~’ respondedto commonquestionsabouttheprocess,and
~ providedsuggestionsto planits implementation.
In this sectionwewill sharetwo aspects:
• introductionto thefourareasof analysisforsystematizationand,
• analyticalframeworkfor systematization.
S•
Adapt theareasof analysistomeetyourneeds
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Task: Startbyreadingthedifferentquestionslistedbelow.Thenchooseandadaptthoserelevantto your project. Includethe new questionsposedby the participants to meet thespecific needsof the project. Thenanswerthesequestionsusing the tools you haveselected.
Basic processof systematization
Chooserelevantquestionsoraspects
Describeandanalyzeinformationaboutthe
project
Decideonactionsto betakento improvethe
project,basedoncarefullyanalyzedinformationandlessonslearned
Implementactionsto improveproject
38 IIIRR: ParticipatorySystematizationWorkbook
S
Introduction to the four areasof analysis for systematization
Therearefourareasof analysisthatyou couldsystematize.Thesearedescribedbelow:
0 Conceptualframework
Conceptualframeworkincludestheideologyof anorganizationandthestrategychosento achieveits goalsandobjectives.
Ideology:is the setof philosophicalprinciples and ideas(political, cultural,social,economic)whichguideanorganizationor a project.The ideology of your organizationwill have animportanteffect on any project that you implement andsystematize.
Strategy:is the generalplan that guidestheactionsto beimplementedto achievetheorganizationalmissionto promotesocial,political, or economicchange.
0 Generalcontext
Organizationsandtheprojectstheyimplement,areinfluencedbytheenvironmentsinwhichtheyoperate.Thegeneralcontextincludesall thelocal, regional,nationaland internationalconditions (including historical, political, economic, social,andculturalcharacteristics)which mayaffectan organizationor a project’sperformance.
Four areasof analysis:
1. Conceptualframework2. Generalcontext3. Characteristicsof participantsandproject4. Projectimplementation,resultsandimpact
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IIRR: ParticipatorySystematizationWorkbook 39
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0 Characteristics of different participantsand nature of the project
STherearemanyaspectsof a projectwhich greatlyinfluenceitsperformanceandoutcomes.Theseinclude:
• characteristicsof participantsinvolvedin theproject,suchastheirhistory, interests,andtherolestheyplayed. S
S• thenatureof the project, including goals,objectivesand
activities. 5•
0 Project implementation, :resultsandimpact
Theimplementationrefersto theprojectactivitiescarriedoutto achieveproject goals and objec:tives.Results and impactreferto theachievementof goalsandobjectivesand to thesolutionof problems.Both areasmustbe analyzedin light oflessonslearned.
S.
Analytical frameworkfor systematization
SThis analyticalframeworkis a generalguidefor the areasof a Sprojectthat shouldbedescribed,analyzedanddocumentedas 5partof thesystematizationprocess.Weremindyouthatthekeyquestionsprovidedin theworkbookcanbemodified.Also,youshould addnewquestionsto meetyour organizationalorprojectneeds.
In section6, therearesomeexamplesof tools that canbe usedto describe,analyzeandimproveyourproject.In addition,youand your colleaguesshould try to use other tools that youmight find usefulto systematizethe project.
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o Conceptualframework
As mentionedbefore,this areaof analysisis composedof twoparts:ideologyandstrategy.
Ideology 5S
Inthissection,youwill elicit informationabouttheorganizational Imissionandvision, generalgoalsandobjectives,andthevalues 5andassumptionsespousedby theorganizationor project,andhow thesemay influence the project you are systematizing.This is important becausea sharedmission, vision andorganizationalobjectivesbetweenstaff andbeneficiaries,facilitates common understanding,and therefore, a moreefficientandeffectiveproject. 5_____________________________ I
P Ideology:• key questions
S1. Whatarethegeneralgoalsandobjectives,valuesand
assumptionsof your organization?Why do you Ibelieve theseprinciples will help achieveyour 5organization’sobjectives?How do theseguide orinfluencetheproject?
2. Whatisyouropinionof thepresentsociety? 5S3. Whatis yourview of the futuresocietyif no changes 5
occurto modify currenttrends?
[J 4. Whatis theview of theidealsociety?
5. Whatis themissionandvision of yourorganization? *S
Li Otherquestionsdevelopedbyyou:
I___ S.
42 IIRR ParticipatorySystematizationWorkbook S
REMEMBER!!!Describe,analyzeandfeedback
lessonslearnedto improveproject
S
Strategy
In this section,wewill addressissuesto designandanalyzethegeneralplan of action, or project implementationstrategy,ofyour organization.This is importantbecauseit will help youhavea clearframeworkof the strategiesthat guidethe actionsof yourorganizationor project.
S ______________________________
•• wp Strategy:
• • key questions
S• Li 1. Whatkind of developmentwork doesyour• organizationdo (e.g.relief, servicedelivery, research,
capacitybuilding, empowerment,training)?Why?
S Li 2. Whatdevelopmentstrategyis beingused(e.g.• grassrootsdevelopment,economic development,• agriculturaldevelopment)?Why?
S• U 3. Whatarethestrengthsandweaknessesofthe• strategyyou areusing?
Li 4. How do you justify the selectionofthe strategyused• by yourorganization?Why doyou think this strategy• has possibilities of guiding your organizationtoO achieveits generalgoalsandobjectives?
I• U 5. What aspectsofyourdevelopmentstrategyare• participatoryandwhicharenot (e.g.decision
making,implementation,evaluation)?
• Li 6. What arethe advantagesanddisadvantagesof each
• aspectaddressedin thepreviousquestion?
S• Li 7. With whom doesyourorganizationwork (e.g.• government,directly with communities, farmer
organizations,NGOs)?Why?
• Li Otherquestionsdevelopedby you:SSIS
IIRR ParticipatorySystematizationWorkbook 43
S0 General context
In this sectionyouwill obtaininformationaboutthehistorical,political, economic,socialand cultural characteristicsof thedifferentcontexts-community,regional,nationalandglobal orinternational-which influenceyourorganizationandproject.This is important in order to understandthe environmentsinwhichyou work andtheinfluencetheymayhavein achievingprojectobjectives.Rememberthatthesecharacteristicsshouldbe describedandanalyzedin relationto the goalsandobjec-tives,andto theimplementationof theproject.
aLocal or community context I
SThe local or communitycontextrefers to the community orgroupof communitieswheretheprojectis going to be imple-mented.
IP Local or communitycontext: S• key questions
U 1. Wheredoestheprojecttakesplace? -
U 2. What arethe basicsocialand economicconditions(e.g. health,education,income) of the community? 5To what can theseconditions be attributed?What 5effectsdo theseconditionshave?
Li 3. Whatarethemajorsourcesof incomefor most Speople? S
U 4. Whatis theland tenuresituation?Whatis theuseoftheland? I
U 5. Whatlocalresourcesexistthat havenotbeentapped S(e.g.water,labor,indigenousknowledge)? 5
SMorequestions~-‘
.44 HRR ParticipatorySystematizationWorkbook S
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REMEMBER!!!Describe,analyzeand feedback
lessonslearnedto improveproject
Localor communitycontext(continued)
• Li 6. Whatis thelocal/communitypowerstructure?How• doesthis affectthe communityandtheproject?
• Li 7. How arethe economicresourcesandsocialservices• distributedin the community?What arethereasons
for this?
• Li 8. What’stheaverageincomeof a typical family?
• Li 9. What opportunitiesexist in the areato improvethe• qualityof life?
S 10. What are the most important traditional meansofproduction?
I• Li 11. Whatarethemostimportantalternativemeansof• production?S• Li 12. What infrastructureexists in the community (e.g.
water,roads,electricity)?
• Li 13. Whatis therelationshipbetweenthecommunityand
• othercommunitiesin thearea?
S• U 14. Whatotherprojectsexistnearbyandwhatpositiveornegativeinfluencesmight thesehave?
• Li 15. Whatdoesthe communitythink aboutdevelopment• projects?
• Li Otherquestionsdevelopedby you:SaSS
IIRR: ParticipatorySystematizationWorkbook 45
Regionalcontext
The regional context refers to the general situation of theprovince,state,or areawherethe project is going to beimplemented.If theprojectis implementedat a regionallevel,you may find manyof the questionsin the previous section(local or community context) relevant, provided you adaptthemto yourneeds.
1. Whateconomicopportunitiesexistin theregion?
2. Whatkind ofgovernmentdoestheregionhave?
3. What is the regional power structure (includingpoliticians, landowners,businesscommunity)?
4. Whatarethebasicsocialconditions(e.g.health,education)in theregion?
5. In the caseof a communityproject, how doestheregionalsituationcomparewith yourcommunity?
Otherquestionsdevelopedby you:
? Regionalcontext:key questions
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Nationalcontext
Thenational contextrefersto thegeneralsituation of thecountrywheretheprojecttakesplace.Analysis of thenationalcontextwill allow us to know how it may affect, positively ornegatively,theprojectdesign,implementationandresults.
: 9 National context:• key questions
S• Li 1. Whatis thepolitical situationofthecountry(e.g.type
S of government,level of administrativecentralizationordescentralization,corruption,humanrights,social• orpolitical movements)?I• Li 2. What is the economicsituationof the country (e.g.
economicpolicy externaldebt,main sourcesofrevenues,unemployment,inflation)?
• Li 3. Whatis thesocialsituationofthecountry(e.g.average• wages,health, levels of education,infant mortality,5 nutrition, accessto waterandelectricity)?
• Li Otherquestions~S• Agrarianissues:
5 Li 4. Whatkinds of agrarianpoliciesdoesthegovernment• have?Has the governmentundertakenan agrarian• reform?Whathavebeenthe results?
5 Li 5. What is the relationshipof the governmentwithfarmerorganizations(e.g.aretheysupportedornot)?
• Li 6. What is the relationshipof the governmentwithfarmerenterprises(e.g.mechanismsof support,surpluspurchasing)?
Li 7. Whatis the relationshipof the governmentwith the• ruralsectorascomparedto theurban/industrial
S sector(subsidies,supportinvestment,taxconcessions)?
S• Li 8. Are therefoodimports?Whatkinds of imports?Why?• What impactdo theseimportshaveon agricultural• productionandcommercialization?
5 morequestions~-
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Nationalcontext(continued)
Urbanissues:
9. What kinds ofurbanpoliciesdoesthegovernmenthave?
10. Is thereruralmigrationto urbanareas,andwhat isits impact?
11. Whatis thegovernment’spolicy towardtheurbanandindustrialsectors(e.g.subsidies,nationalization,taxconcesions)?
12. What is thesituationof marginalizedurbanareas?
13. Are thereanyspecialurbanissuesto beaddressed(e.g.streetchildren,public sanitation,schools,
Cultural/ethnicissues:
14. Whatethnicgroupsexist in your country/regionandwhataretherelationshipsamongthem?
15. Whatpositiondoesthegovernmenttakeregardingtheculturalrecognitionandpromotionof thesedifferentgroups?
16. Areminority andethnicgroupsincludedin
determinationof policiesthat affect them?How?
Otherquestions:
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drugs)?
Otherquestions:
48 IIRR: ParticipatorySystematizationWorkbook
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Global context
Theglobal contextrefersto theinternationalsituationanditseffectson thecountryandontheproject.
: 9 Globalcontext:
• key questions
• LI 1. Whatis theglobal economicsituationandhow does• it affectthecountryandtheproject?Howwill it affect• yourprojectin thefuture?
I LI 2. What political andeconomicrelationshipshasyourcountryhadwith othercountriesin the regionand
• worldwide (e.g. colonization, agreements,• commercialtreaties,alliances,conificts)?Are these• relationshipspositiveor negative?WhathasbeentheO impact?Wifi theserelationshipscontinue?
Li 3. Whatarethecountrieswhichyourcountry“depends”on, andhowdo thepolicies ofthosecountries
• influence thecountryandtheproject?
S• LI OtherquestionsII
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O Characteristicsof participants
and nature of project
Thissectionis dividedin two parts:
• characteristicsof differentparticipantsin a projectand
• natureoftheproject.
It is importantto knowaboutthecharacteristicsofthedifferentparticipantsinvolved in the projectto betterunderstandwithwhomweareworking.Likewise,it is fundamentalto haverelevantinformation that will allow us to betterplan, implementandevaluatea project,basedon communityneeds.
Characteristics of participants
This includescharacteristicsofparttcipantssuchas:
a) Grassrootsorganizations(GROs)andits members
b) Non-governmentorganizations(NGOs) and governmentagencies(GAs)
c) Facilitatingteam
d) Donors
e) Otherorganizations
I________________ SIIRR ParticipatorySystematizationWorkbook S
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Describe,analyzeandfeedbacklessonslearnedto improveproject
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andtheir members
9 GROsandtheirmembers:• key questions
• Li 1. How, when,andwhywastheGROformed?S• LI 2. Who are its membersandwhat is their background
(e.g.smallor largefarmers,artisans,entrepreneurs)?
: U 3. How aretheleadersselected?
• Li 4. Whatarethepowerrelationswithin theGRO?•• Li 5. Whataretherelationsbetweenthe GROandtherestO of the community?
• U 6. What relationship doesthe GRO have with other• GROsin thearea?I• LI 7. Whatis theinstitutionalcapacityoftheGRO?
5 Li 8. WhatexpectationsdoestheGROhaveabouttheproject?
• U 9. Whatlessonshavebeenlearnedaboutthe GRO and5 its members?How will theselessonsbe fed back to• theproject?
: Li Otherquestions:
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Characteristicsof NGOsandGAs
Thissectionrefersonly to thoseNGOsorGAswhich implementand/orsupportprojectsthroughtechnicalassistance,training,etc.Forinformationon NGOswhich aredonorsonly,pleaseseethefollowing section.In casethereis morethanoneNGOorGAinvolved in the project, you should ask questionsfor eachorganization.
1. Whatis theinstitutionalcapacityoftheNGOorGA toimplementandsupporttheproject?
2. What is the organization’srecordin implementingprojects?Whatkind of projectsarethese?
3. Whatis theorganization’srelationshipwith thecommunityor GRO?
4. Whatis theNGOrelationshipwith thegovernment?
5. Whatis theorganization’srelationshipwith donors?
6. Whatis theNGOor GA relationshipwith NGOs?
7. What internalproblemshasthe organizationhadinthepast?Whateffectshavethesehad?
8. Why is the organizationinterestedin implementingorsupportingtheproject?
9. How doestheorganizationplanto supporttheproject(e.g. technicalassistance,evaluation,training)?
b)
? NGOsandGAs:key questions
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NGOsand GAs (continued)
Li 10. Whatare themain accountabilityproceduresorcontrolmechanismsinstitutedby theorganizationatdifferent levels(e.g. fundingagencyto NGO, NGOtocommunity,GROto beneficiaries?How do thesecontrolsinfluencetheprojectparticipants?
Li 11. What lessonshave beenlearnedabout NGOs andGM andhowarethesefedbackinto theproject?
Li Otherquestions:
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c) Characteristicsof facilitating team
The facilitating teamcanbecomposedof individualsfrom theNGO, GRO, or GA. They arethe link betweenthe communityitself andotherparticipantsin theproject,andfacilitateprojectdesignandimplementation.
9 Facilitatingteam:• key questions
Li 1. Who arethefacilitators?
Li 2. How wasthefacilitating teamformed?Who selectedits members?
Li 3. Whatrole do peopleplayin thefacilitatingteam?
Li 4. Whatis themotivationofthemembersof thefacilitatingteamto work ontheproject?
Li 5. How doesthefacilitatingteamperceivetheproject?
Li 6. Doesthefacilitatingteamac:tuallyfacilitateor hindertheachievementof projectobjectives?How andwhy?
Li 7. What is therelationshipamongmembersof thefacilitatingteam?
Li 8. Whatis therelationshipbetweentheprojectbeneficiariesandthefacifitatingteam?
Li 9. Whatlessonshavebeenlearnedaboutthefacilitatingteamandhowwill thesebefedbackinto theproject?
Li Other questions:
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IIRR ParticipatorySystematizationWorkbook S•
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Characteristicsof donorsd)
• This section refers only to those organizations (NGOs,5 governments,foundations,bilateralandmultilateralagencies)• which provide funding for developmentprojects.These• questionscanbeansweredtogetherwith thedonors,or just be
basedon the perceptionsof the participantsand facilitatingteamaboutthedonors.
•• Pr Donors:• • key questions
U 1. Whoaretheproject donors?
S U 2. What kinds of projectshavethe donorsfinancedin• thepast?
• Li 3. Whatis thedonor’sreputation?
Li 4. What hasbeenthe natureof the donor’s relations• with otherparticipantsin theproject?
S• Li 5. Whyis thedonorinterestedin supportingthis• project?
• Li 6. Whattypeof support,otherthanfinancing,doestheS donorplanto provide(e.g.technicalassistance,5 evaluation,training)?
I• Li 7. Whatarethemain accountabilityproceduresor• controlmechanismsestablishedby the donor?What
influencedo thesehave over the organizationswith• whom thedonorworks?
S• Li 8. What implications could the support of certain
donorshavefor theproject?
• Li 9. For howlong will the donorfinancially supportthe• project?
S• Li 10. What lessonshave beenlearnedabout donorsand
howwill thesebefed backinto theproject?
• Li Otherquestions:SSS
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e) Characteristicsof otherorganizations
Thissectionrefersto otherorganizationswhich mayplayaroleduring project design, implementation and evaluation,providing information, technical assistanceand otherresources.
Otherorgani~ations:key questions
1. Whatotherorganizationscouldcollaboratewith theproject?What advantagesor disadvantagesmayresultfrom this collaboration?
2. Whatarethemost importantcharacteristicsof theseorganizationsandwhattypeofworkdo theydo?
3. Is theresomecompatibility in theworkof bothorganizations?If so,whatsupportiverole couldtheexternalorganizationplay?
4. Are thereany organizationswhich you shouldnotcollaboratewith?Why?
5. Whatlessonshavebeenlearnedaboutexternalorganizationsandhowwill thesebefedbackinto theproject?
Otherquestions:
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Natureof the project
Thissectionfocuseson whyandhow theprojectwasdesignedandhowit is beingimplemented.
I• 9 Natureof project:S • key questionsS ___ _____________________________I• Li 1. Whereis theprojectlocated?Whywasthisplace
I chosen?
• Li 2. Whenandwhy wasthe project initiated?How long• will theprojectlast?
S5 Li 3. How wastheproject designed?What methodologies• and tools were used?Who was involved in the
Sprocess?Whatmechanismshavebeenusedto ensurethe active participation of the community in the
• design,implementationandevaluationofthe• project?
ILi 4. What are the main problemsthat the project is
S attemptingto solve?Whatarethecausesandconsequencesoftheseproblems?
• Li 5. Whataretheproposedsolutionsto theproblem?Why
• doyou think thesewill work?
S Li 6. What problemswere identified but are not beingworkedon?Why?
S• Li 7. Whatarethegoalsor generalobjectivesof the
• project?: Li 8. Whatarethespecificobjectivesof theproject?
• Li 9. Who arethe main projectbeneficiaries(e.g. farmers,streetchildren,women)?
S Li 10. Whatarethemain activitiesof theproject?
• U 11. Whatis thescheduleof activities?
U 12. Who areresponsibefor implementingthe different
projectactivities?Whyweretheychosen?
I morequestions~
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Natureof theproject(continued)
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13. Whatindicatorsarebeingusedto evaluatetheimplementationof activities?
14. What arethe expectedresultsof the project?Whatqualitativeandquantitativeindicatorswill you usetoverify achievementof results?
15. Whatis theprojectbudget,andthecostperactivity?Whatotherkind of internalor externalresourcesareneeded(human,institutional,material)?
16. How arethelessonslearnedfrom otherorganizationsbeingusedin theproject?
17. How doesthe project relate to the mission of theorganization?
18. Doesyourprojecthavea monitoringandevaluationcomponent?How andwhenwill theseactivitiesbeimplemented?
19. What mechanismshavebeenestablishedto ensureprojectsustainabiityafterfundingends?
20. Whatprocessesdo you expecttheprojectto catalyze(e.g.empowerment,communityorganization)?
21. Whatfactorsmayfacilitateorhindertheachievementof projectgoalsandobjectives?
22. Whatfactorsmayfacifitateor hindertheimplementationofprojectactivities?
Otherquestions:
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5 0 Project implementation,• resultsandimpact
In this section, the questionspresentedwill assist you todescribeandanalyze:
• thepracticalimplementationof theprojectand
• theresultsandimpact.
This is importantbecauseit helpsyou to learnhowtheprojectisbeingimplementedin orderto improveits performance.
Projectimplementation
It is importanthereto continuouslyanalyzetheperformanceofthe activitiesbeingimplemented.You shouldalsounderstandthedynamicsandchangesin projectactivitiesthatareinfluencedby internalandexternalfactorsto theproject.
Especiallyin this section,you shouldemphasizetheon-goinganalysisofprojectactivitiesandthegenerationof lessonsto befedbackto improveprojectperformanceandresults.Therearethreeareasto analyze:
• goalsandspecificobjectivesof theproject• • implementationof activitiesandprojectimprovement• • rolesplayedby differentparticipants
S _____________________________
• C’• p Projectgoalsandobjectives:5 • key questionsI ___ ______________________________
LI 1. Whichgoalsandspecificobjectivesarebeingachieved?• Whichonesarenot?
SLi 2. How appropriatearetheoriginal goalsandobjectives?
• Li 3. Whichgoalsandobjectivesneedreformulating?Why?
Li 4. Which factorsarefacilitatingorhinderingtheachievementof goalsandobjectives?
5 Li Otherquestions~
IIIRR: ParticipatorySystematizationWorkbook 59
S0SI9 Implementationof activitiesand
project improvement: 5key questions
SLi 1. Which plannedactivities have beenimplemented?
Whichoneshavenotbeenimplementedandwhy?
U 2. Whataretheprogrammaticareasandspecific Sactivitiesthat shouldbemodified to improveproject Sperformance?Why shouldthesechangesbe made? 5How arethesechangesgoingto be implemented?
Li 3. What additional human, material, institutional orfinancial resourcesareneededto makethese Imodifications?Or, in whatwaywill thesechanges 5saveresources? 5
Li 4. Whatfactorsfacilitateandhinderprojectimprovement?
Li 5. Whichunplaimedactivities havebeen Simplemented?Why? S
SLi 6. In generalterms,whathavebeenthe strengthsand
weaknessesof project designand implementation?How have weaknessesbeen surmounted andstrengthsbuilt upon? I
ILi 7. WherethereanyunexpectecEeventsthathavehadan
impact on project activities? How have peopleresponded?
Li 8. Whatopportunitieshavepresentedthemselves Iduring theproject?Have theybeentakenadvantage Sof?Why orwhynot?
Li 9. Whatstrategiesdid youuseto overcomeunexpectedproblemsduringproject iml)lementation?
Li 10. Whatarethemainlessonslearnedfrom the Simplementationoftheproject?Howaretheselessons 5fedbacktotheprojectandacteduponto improvetheproject?Which oneswere not fed backandwhy? Isthis anon-goingprocess?
Li Otherquestions: I
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IS•S• 9 Rolesplayedby differentparticipants:• key questionsS ___ ___________________________IS LI 1. Whoparticipatedin theimplementationofthe
project?
Li 2. Whatwas the role playedby the community in the• implementationprocess?What was the natureand5 level of participation?How did the communityper-S form its role?.Explain.
Li 3. Whatwastheroleplayedby theGRO in theimplementationprocess?Howwasitperformedandwhy?
S Li 4. Whatwas therole playedby the facilitatingteamin5 the implementationprocess?How wasit performed• andwhy?
Li 5. What wasthe role playedby the NGO or GA in theI implementationprocess?How wasit performedand• why?
S• Li 6. Whatwastheroleplayedby thedonorin theS implementationprocess?How wasit performedandwhy?SS Li 7. Whatweretherolesplayedby otherorganizationsinI theimplementationprocess?Howwerethey• performedandwhy?
Li 8. Whatwasthelevel of collaborationamongdifferentI participantsin theproject?Whatbenefitsor• problemsresultedfrom this collaboration?
SI Li Otherquestions:•I
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Projectresultsandimpact :Resultsandimpactshouldbeanalyzedattwo differentlevels: I
S• achievementof goals,objectivesandresults
S• solutionofproblemsandsatisfactionof needsm thelong
term,or impact.
S9 Achievementof goals,objectivesand results:• key questions
SU 1. Which of the projects goals and objectiveswere S
achieved?Whichoneswerenot achieved?Why? 5I
U 2. How doyou explainanydifferencesbetweenplannedobjectivesandachievedresults?
U 3. What results (positive and/or negative) were
achievedthatwerenot planned?Why? SS
U 4. Howwereresultsandimpac:tmeasured?Whatindicatorswereused? 5
U 5. Was there a good match betweenthe objectivessought and the strategiesand methodsused to Sachievethem? 5
SLi 6. Were the plannedactivities appropriateto achievethe goals and objectivesof the project?Were theseactivitiessociallyandculturallyappropriate?Why?
U 7. Whatprocesseswerecatalyzedbytheprojectactivities(e.g.empowerment,community 5organizing,tiredness,lostof confidence)?
Li 8. In whichstagesof theprojectwasgenuineparticipation achieved?What were the advantagesanddisadvantagesof communityparticipation? I
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Achievementof goals,objectives,andresults(continued)
Li 9. Who benefitedthemost andtheleastfrom the
project?Why?
Li 10. How effectivelywere human,material, andfinancial
resourcesused?
Li 11. Is theprojectsustainableand self-sufficientafterthe
projectends?How hasthis beendemonstrated?
U 12. To whatdegreeweretheactivities oftheproject
institutionalized?
Li 13. To whatdegreedid the GRO build its organizationalcapacityto initiate, design,implementandmanagenewprojects?How hasthis beendemonstrated?
Li 14. How did theexternalcontext(local, regional,nationalandinternational)influencetheachievementof projectresultsandimpact?
Li 15. Whatinfluencehavethelessonslearnedandfedbackto theprojecthadon theachievementofresultsandimpactof theproject?
Li Otherquestions:
IIRR ParticipatorySystematizationWorkbook 63
1. What impactdid theproject haveon the solutionofcommunity needs?What effect did it have on thestandardof living of individuals, families, and thecommunity?How wasthis measured?How doesthecommunityfeelaboutthesechanges?
2. What impactdid the project have on the structuralproblemsofthecommunity?
3. How do benefitscomparewith original communityexpectations?
Otherquestions:
? Solutionof problemsandsatisfactionof needs:
key questitons
Li
Li
Li
Li
IISIIISSSIISSISISISSSSISS
ISIIISSSSSS5SSSIISI0S64 HIRR: ParticipatorySystematizationWorkbook
I
SSSIIII
SIS
I5SSISSSIIISSSIISSSISIIISSSSSIS
I
Section 5
Sharinglessonslearned
HRR: ParticipatorySystematizationWorkbook 65
SSSSIIIIISSIIISS5IISISSISSISSISIISIIISSSSSISSISS
T his sectionwill helpyou summarizethelessonslearnedtoenablesharingwith others.It alsoexplainsthereasonsfor
sharinglessonslearnedduringthesystematizationprocess.
0 Why is it important to
sharelessonslearned?
Thereanumberof reasonsto sharelessonslearned:
• Presentsuccessfulalternativedevelopmentmodels,forplanningand replicationpurposes,which havebeenwellanalyzedanddocumented,andbasedon practical fieldexperiences.
• Facilitateothersin learningfrom your mistakes,therebyhelpingthemto avoidmakingsimilarerrors.
• Permit others to learn from the problemsthat wereencounteredin theproject,andhowweretheysolved.
• Increasetheimpactofyour projectby positivelyinfluencingthedesignandimplementationof otherprojects,andthepoliciesof otherorganizations.
• Promotenetworkingthroughthe exchangeof knowledgeand information,therebyincreasingcooperationamongdifferentorganizations.
Section5 Sharing lessonslearned
Task: Readandrespondto thefollowing questionsanddecidewhat informationabouttheproject is important to share, and whatwould bea goodwayto do it.
SS.IIS
SIS
SSIS
SSSISSSSI
UIRR ParticipatorySystematizationWorkbook 67
SSISSSSI.SSISIIISSSSI.SSSIIISISSI.SIISIIIS
_______________ SIIRR ParticipatorySystematizationWorkbook
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SSS
O What knowledgecan be sharedwith others?
In orderto shareandsupportthework of otherorganizations,you must first choosethe most relevantinformation that youfeel will be useful for others to know and learn about.Thisinformationcanbedivided in two categories:
• project-relatedinformationand
• systematization-relatedinformation.
9 Project-relatedinformation:• key questions
Li 1. Whatwerethemostimportantlessonslearnedabouttheproject?
Li 2. Whatgeneralizations,assumptions,ideas,andperspectivesabouttheprojectareimportantto sharewith otherorganizations?
Li 3. Whattheorieshavebeengeneratedbasedontheprojectexperiences?
Li 4. What problemsor obstaclesdid your organizationfacethat can be avoidedby otherorganizationsorprojects?
Li 5. Whatadvicewould you give to othersstartingsimilarprojects regardingproject design, implementationandevaluation?
Li Otherquestions:
68
9 Systematization-relatedinformation:: key questions.• Li 1. Whatwerethemostimportantlessonslearnedabout
thesystematizationprocessitself?
I Li 2. Whatadvicewould yousharewith otherorganizations• beforestartingasystematizationprocess?I• Li 3. Whatproblemsdid youexperiencethat canbe
I avoidedby others?
Li 4. What otherinformationwould havebeenuseful forI your systematizationthat wasnot provided in thisI workbook?Knowingwhatyouknownow,whatwould5 youchangeaboutthesystematizationprocess?
S Li Otherquestions:
.SIISISSIII
II•ISISIII•SIS IIRR: ParticipatorySystematizationWorkbook 69
ISS
0 How caninformationbe shared? 5SS
Theinformationyou obtainedandthelessonslearnedcanbe 5sharedin differentsways:
• Conferencesandseminars:Incorporateorfacilitate Sinformationin meetingsorganizedby youror otherorganizations. S
S• Training coursesand workshops: Provide specialized 5
training basedon the lessonsand informationyou havelearned. 5
• Exchangevisits to projects:Promoteexchangevisits among 5technical staff, extensionagents,farmerpromotersand Sparticipantsfrom differentprojects.Theseactivitieshave 5to be well organizedandwith the purposeof analyzing 5specifictopics. 5
• Publications:Considerpublishingtheresultsof yoursystematization.
.• Formal and informal networks:Shareyour experiences 5
with networksfor theirlibrariesandothergeneral 5purposes. 5
• Learning materials:Designmaterialswhich others can 5easilyusein theirown projects. S
• Filmstrips,videos,andslideshcws:Produceanaudiovisual 5abouttheprojectwhich canbesharedwith others.
• Pamphlets:Provide brief and clear explanationsof yourproject,its methodologiesand results.
• Posters:Print largeand easy-to-understandpostersthat Sexplain key successfulconceptsand practicesbasedon 5theproject’sexperiences. 5
SIISSSSS5
70 IIRR: ParticipatorySystematizationWorkbook SS
SSSISI
SISSSISIIS.SI.IIIIIISSISSSSSSISSS
I
Section 6
Toolbox
URR ParticipatorySystematizationWorkbook 71
SISISS5SISISSISSSIIIIIII••ISSSSSS555IISIS•ISSSIS
SSI: Section6 ToolboxI•• n this section,you will find a numberof tools that canbe
usedto respondto andanalyzethequestionsin Section4.
However,youshouldnotfeellimited touseonly thesetools,butS rather, view them as guides to facilitate the question andI answerprocess.They should be kept simple and short and• shouldbeadaptedfor easyuse.Forexample,youmaycombine5 differentpartsof sometools to designnewones.
Thesetools arevery usefulin conductingorganizedprocesses
S ofdescriptionandanalysis,andwill allowyou to progressively
documenttheprojectexperiencies.
Thetoolboxis divided in two sections:
• descriptiontoolsand
• analysisanddecision-makingtools.
Description tools
• Thereareat leasttwo possiblewaysto generateinformationto5 helpanswera question:
S• • Brainstorming
5 • Groupdialogueanddiscussion
SSISSSSSISISSS. ffRR: ParticipatorySystematizationWorkbook 73
.SI
0 Brainstorming II
Thestepsto follow for brainstormingare:
1. Presentthequestionto theentiregroupandaskforideasandresponses.Stateclearly that all ideasarevalid duringthis first stageof thebrainstorming;noideais “wrong”. Usea board,hanga largepieceofpaperon thewall orusewhateverelseis convenient,andwrite thedifferentideason it.
2. Onceall theideashavebeenpresented,explainthatyou will usea consensus-reachingtool to focusonthoseideasandresponsesthat aremostimportant.Oneexampleis thefollowing:
• Eachperson in the group will have fivepointswhich theymayassignto oneormoreof the ideasfrom the brainstorming.Theymayassignall five points to one idea; onepointto oneideaand fourpointsto another,or onepoint to eachofthe five ideas,etc. Ifthe number of generatedideasis greaterthan20,youmaywish to give eachparticipant10 pointsinsteadof 5.
• Go aroundthe groupand askeachpersonwheretheywill assignthe points.Mark thenumberofpointsnextto the chosenidea.
• At theendof the“voting’c thepointscanbeadded up, revealingwhich ideas are themost important accordingto the votes itreceived.
• If there are differences of opinion, it isimportant to provide an opportunity forideasto bepresentedL,heardanddiscussed.
SI•.IIS•S.SSSI5SSS.ISISSSSSSSSISS
SSSSIS
•74 IIRR: ParticipatorySystematizationWorkbook
S
Example of a brainstorming exercise
•SSI
SIS•
SISSSSSSSSIS
Question: Whatstrategiesdo you useto overcomeunexpectedproblemsin theproject?
Note that in this casethestaffdecidedto join two ideas:“analyzetheproblemandmakea decision”with “discussissueswith beneficiariesandstaff.”
Brainstormingresults
• Fieldvisits• Readrelevantmaterials• Discussissueswith beneficiariesandstaff• Call theboss• Confronttheissueheadon• Analyzetheproblemandmakea decision• Hire a consultant
Voting Points
• Field visits 20• Readrelevantmaterials 3• Discussissueswith beneficiaries
andstaff 8• Calltheboss 2• Confronttheissueheadon 0• Analyzetheproblemandmakea decision 12• Hire aconsultant 5
Results
1) Field visits
2) Analyzetheproblemandmakea decisionwith beneficiariesandstaff
IIRR: ParticipatorySystematizationWorkbook 75
•SS
0 Group dialogue and discussion :Through opendialogueand discussion,you cananalyzeandrespondto manyareasand questionsduringthesystematizationprocess.
Thestepsyou canfollow for groupdialogueanddiscussionare:
1. Selecta facilitatorin thegroupto presentthequestions, lead discussionsand make decisionssuchaswhen to move on, stop, let someoneelsespeak,etc.
2. Assignsomeoneto takedetailednotesof the ideasdiscussed.
3. Thefacilitator shouldthenposea questionandaskfor people’sthoughtsandopinionsabouttheissue.
4. Participantsarethenencouragedto respondfreely,explainingtheirpointsof view andjustification.
5. Otherparticipantsarelikewisefreeto askquestions,probefor details,andotherwiserespondwith newideasorcommentsaboutaspectsalreadypresented.
6. Oncethetopichasbeenwell discussedanddefined,thenote-takershouldsharethemain ideasordecisionsthathavebeendiscussed.
SISIIS
SSSS
SISISS.SS•ISSIISISSS•SSS
SIS•SI
76 HRR. ParticipatorySystematizationWorkbook
Analysis anddecision-makingtools
• This tools are designedto help you describeandanalyzethe
answersto differentquestionsandfacilitatedecisionmakingto
5 improvetheproject.
I• You cancombinedifferent partsof sometools to createnew
ones,which fulfill yourownprojectneeds.
1 Thesetools areusefulto conductbasicprojectplanning,I on-goinganalysisanddecisionmaking,amongotherthings.
5 Your analysiscanlook atvariousaspectsof a givenprojectlike:
•• • positiveandnegativeaspects
• advantagesanddisadvantages
• strengths,weaknesses,opportunitiesandthreats
• • causesandeffects
S• • impactandimplications
Someexamplesarepresentedin thefollowing pages.
SI••IISISSSS
SSISSIS IIRR ParticipatorySystematizationWorkbook 77
•O•o•oI .......•....•.•..•..........•..•••••••
EXAMPLE 1: DEFINITION OF MISSION STATEMENT
Theinstitutionalmissionis abriefstatementthatincludestheideals,generalobjectivesand activitiesthat guidethe organization.Following wepresentan examplewith thepartsthatshouldbe includedin themissionstatementandtheorderin whichtheymaybeworded.
Missionstatementof HuacharinaFoundation
(1) TheHuacharinaFoundationis aprivate,non-profit, indigenousorganization,(2) aimedatthestrengtheningof communityactions,(3) to improvethe standardofliving, (4) ofthepeasantfamiliesof20 communitiesoftheLatacungaregion,in Ecuador,(5) throughtraining and technical assistance,(6) to recoverthe cultural valuesof theindigenouspeople’sin pursuitofcommunity-based,participatorydevelopment.
1.Who arewe (theorganization)?
6. Why do we dowhat wedo (or raisond’etre)? 2. Whatdo we do?
5. Whatare ourprincipalactivities?
3. Whatareourgeneralobjectives?
4.Who dowe intendto benefit?
IIRR ParticipatorySystematizationWorkbook 79
00
EXAMPLE 2: ADVANTAGES AND DISADVANTAGES CHART FOR ONE ACTIVITY ONLY
AspectiActivity:
ADVANTAGES (+) DISADVANTAGES (-)
0
I•IISI•SI•• IISISSIIISSISSSSISIS•IS•IS•5SSOISS•SI5
• Potentialforwide replicationofthetechnologies.
• The farmerpromoterstrainedhavepreviousexperiencein soil andwaterconservationin their ownfarms.
• Technologiessharedhavehadgoodresultsandarewell adaptedto thefarmers’ reality.
• Materialsandinputsneededto applythetechnologiesarelocallyavailableandat a low cost.
• It is possiblethat thefarmerpromoterstrainedmaynotbe ableto replicatetheexperiencesat acommunitylevel.
• Therearenofundsto paythefarmerpromotersto disseminatethetechnologiesafterthe courseends.
• Thereis no transportationfor thefarmerpromotersto visit the communitiesto sharewhat theyhavelearned.
••••SOS I.S.O.... S.•5•. •s••••.•. 5555 SSOS. SSI•S5••
ADVANTAGES AND DISADVANTAGES CHART FOR ONE ACTIVITY ONLY
III
Aspect/Activity: Train30 farmerpromotersin soil andwaterconservation
ADVANTAGES (+) DISADVANTAGES (-)
00
00
EXAMPLE 3: ADVANTAGES AND DISADVANTAGES CHART FOR MORE THAN ONE OPTION
Aspect/Activity:
C)
I
OPTIONS ADVANTAGES (+) DISADVANTAGES (-)
•ISIS•SIS• I..... SS•SI••S•ISISI•SIiSS•SSSSSSSSSS•
•.SO..~ ss• ISIS...... ••*SOISSS•$ ISO...... •I••S•SS
ADVANTAGES AND DISADVANTAGES CHART FOR MORE THAN ONE OPTION
Aspect/Activity: Trainingin soil andwaterconservation.
OPTIONS ADVANTAGES (.1-) DISADVANTAGES (-)
1. Train30 farmerpromoters in soilandwaterconservation,
• Potentialfor widereplicationof the technologies.
• The farmerpromoterstrainedhavepreviousexperiencein soil andwaterconservationin theirown farms.
• Technologiessharedhavehadgoodresultsandarewell adaptedto thefanners’reality,
• Materialsandinputsneededto apply thetechnologiesarelocally availableandat a low cost.
• It is possiblethat thefarmerpromoterstrainedmay not beableto replicatethe experiencesat acommunity level.
• No fundsareavailableto pay the farmerpromotersto disseminatethe technologiesafterthecourseends.
• Thereis no transportationfor the farmerpromotersto visit communitiestosharewhattheyhavelearned.
2. Produceleafletson soil andwaterconservation.
• Low cost.• Potentiallywidedissemination.• Easyto photocopy.
• Themajority of farmersdo notread.• Pamphletsarenot reinforcedby
any field-level practice.
3. Outreachbygovernmentagriculturalextensionagents.
• Allows for apersonalrelationshipto be established.• Extensionagentscangive practicaldemonstrations
of soil andwaterconservationtechniques.
• Thegovernmenthasalmostno funds topayextensionagents’transportationcosts.
• Extensionagentscannotservemanyfarmers.
II
00
00
EXAMPLE 4: CAUSES- EFFECTS- POSSIBLE SOLUTIONS CHART FOR ONE PROBLEM ONLY
AspecllActivity:
I.II8
CAUSES EFFECTS POSSIBLESOLUTIONS
••.....I.. SSSS..S..........•I...I...•.S•••••ISI•
•..•••..•• SSS•O•IO•S••SS••••SIOIIO•O•SSI•••OS•O•
CAUSES- EFFECTS- POSSIBLE SOLUTIONS CHART FOR ONE PROBLEM ONLY:[I
IAspect/Activity: Unrealisticprojectgoalsandobjectives
CAUSES EFFECTS POSSIBLESOLUTIONS
• Externalconsultantsdesigned
theproject.
• Establishedgoals andspecificobjectivesdo not meetrealcommunityneeds.
• Modify originalgoals andobjectives.
• Participatoryrural appraisalwaspoorly conducted. • Thecommunityhasnot
acceptedtheproject.
•
•
Meetwith community leaders.
Includeprojectbeneficiaries
• Projectbeneficiarieswerenotincludedin projectdesign • Time andmoneyhavebeenlost.
in revisionand replanning.
anddecision-making.
00‘~Jl
EXAMPLE 5: CAUSES- EFFECTS- POSSIBLESOLUTIONSCHART FOR MORE THAN ONE PROBLEM
Aspect/activity:
C)
0
C/)
CD
I
OPTIONS CAUSES EFFECTS POSSIBLESOLUTIONS
00
••.•..S.I• IS....I•.SS*.OS.SO•..OS.•••SS•OS•SISS•
•••OI••IS•S••SO .............................S...
CAUSES- EFFECTS- POSSIBLESOLUTIONSCHART FOR MORE THAN ONE PROBLEM
Aspectlactivity: Problemsidentified in projectimplementation
OPTIONS CAUSES EFFECTS POSSIBLESOLUTIONS
1. Staff is not performingasexpected.
• Poorhiringprocess.• Salariesarelow,• Poorly trainedstaff.
• Theprojectis not achievingits intendedgoalsand objectives.
• High turnover.• Thestaffcommittment
to theprojectis low.
• Hire new staff.• Begintraining.• Raisesalaries.
2. Unrealisticgoalsandobjectives,
.
• Externalconsultantsdesignedtheproject.
• Participatoryruralappraisalwaspoorly conducted.
• Projectbeneficiarieswerenotincludedin projectdesignanddecision-making.
• Establishedgoalsand specificobjectivesdo notmeetrealcommunityneeds.
• Thecommunityhasnotacceptedtheproject.
• Time andmoneyhavebeenlost.
• Modify original goalsandobjectives.
• Meetwith communityleaders.• Includeprojectbeneficiaries
in revisionandreplanning.
3. Moneywill runoutbeforeprojectends.
• Budgetwasnot properlycalculatedin projectdesignstage.
• Inflationwashigherthanexpected.
• Thereareactivities thatwerenotimplementedbut werecriticalfor achievingprojectobjectives,
• Sell oneof theprojectvehicles.• Implementneededactivities
beforespendingthevehiclemoney.
C/)
I
00
0000
I8
EXAMPLE 6: STRENGTHS AND WEAKNESSES CHART FOR ONE ACTIVITY ONLY
Aspect/Activity:
STRENGTHS WEAKNESSES
wwwwwww~~wwISSSS ~•••• •1• ~ ••••••••• •••••••••
• More ideasare introducedto theproject.
• TheotherNGOhasworkedin theprojectareafor a longtime and hasgoodrelationswith thecommunity.
• PartnerNGOhasverygoodreputationwith donors.
•O*•I•IIS••ISSOIS••S•SS.•II••••IIOSOOO•••S•O••••
STRENGTHS AND WEAKNESSES CHART FOR ONE ACTIVITY ONLYII
IAspect/Activity: Collaborativeimplementationof theprojectwith anotherNGO
STRENGTHS WEAKNESSES
• Collaborativedecision-makingprocessis slow.
• Thereareproblemsbetweenbothorganizationsin projectimplementationdueto thelackof goodcoordination.
00
EXAMPLE 7: STRENGTHSAND WEAKNESSES CHART FOR MORE THAN ONE OPTION
Aspect/Activity:
C)
I
OPTIONS STRENGTHS WEAKNESSES
— — — —
.....•...••.... S.O.....•.I.O.•.IIOSO•..••O•O•SOS
STRENGTHSAND WEAKNESSES CHART FOR MORE THAN ONE OPTION
Aspect/Activity: Collaborationwith partnerNGOI. OPTIONS STRENGTHS WEAKNESSES
1. Implementtheprojectalone,without apartnerNGO.
• Completecontrolover theproject.• Control over thefunds.• Lessbureaucracy.
• We do not have much experiencewith this kind of project.
• Communitieswheretheprojectisgoing to be implementeddo notknow us
2. Implementtheprojectwith partnerNGO.
• More ideasareintroducedtotheproject.
• The otherNGO hasworkedin theproject areafor a long time and hasgoodrelationswith thecommunity.
• PartnerNGO hasvery goodreputationwith donors.
• Collaborativedecision-makingprocessis slow.
• There are problemsbetweenbothorganizationsin projectimplementationdueto lackof goodcoordination.
3. Collaboratein certainactivitiesonly.
• We cancomplementeachother,basedon existingneeds.
• We do not “commit” ourselvesto work togetherfor a long time, ifthe partnershipdoesnot work.
• Sincethereis no formalcomrnittment,theymaynotassistuswhenweneedit.
‘.0
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I
EXAMPLE 8: OPPORTUMTIESAND THREATS CHART FOR ONE ACTIVITY ONLY
Aspect/Activity:
OPPORTUNITIES THREATS
- ee•5,...• 555555GO*S ~
•S•ISOSS•IOSSSSI•O•• ••OS•e•O•OS*IOOISSSO•••OO•S•
OPPORTUMTIESAND THREATS CHART FOR ONEACTIVITY ONLY
Aspect/Activity: Implementationof a micro-creditproject.
OPPORTUNITIES THREATS
• Thecreditmodelhasbeensuccessfullytested. • Thenationaleconomyis in shambles.
• Staffhasgoodexperience. • Lots of NGOsaregiving credit.
• Theapprovalprocessfor loansis quick. • Low staffmotivation.
• Theinterestratesarereasonable.
• Banksdemandtoo manyrequirements,andwearelessbureaucratic
I
IL
‘.0
‘.0
EXAMPLE 9: OPPORTUNITIESAND THREATS CHART FOR MORE THAN ONE OPTION
Aspect/Activity:
C)
0)0
(/D
III
OPTIONS OPPORTUNITIES THREATS
•5•5..•••• .555515.0•5.O55 •••••• O••• O•O•~••~555O•
OPPORTUNITIESAND THREATS CHART FOR MORE THAN ONE OPTION
Aspect/Activity: Facilitationofpost-harvesttechnologyworkshopI.I
II
OPTIONS OPPORTUNITIES THREATS
1. Theworkshopcouldbefacilitatedbyourown staff.
We allow ourstaff to berespectedas professionals.
Low attendanceto theworkshopbecauseourstaffis young andinexperiencedin thesubject.
2. Theworkshopcouldbefacilitatedby anextensionagentof theMinistry ofAgriculture.
We couldstartapositive relationshipwith a govermnentagency.
TheMinistry extensionagentsaysshewill come,but shemightnot showup.
3. Hire an externalconsultant.
We would havetheopportunityto choosethebestpersonto facilitatetheworkshop.
We fosterdependencyon outsidepeoplethatdo not belongto theorganization.
‘.0‘-‘I
EXAMPLE 10: ANAIXSIS OFACCOMPLISHMENT AND IMPROVEMENTOFACTIVITIES
ACTIVITY:
INDICATOR:
I,pp
IS THE ACTIVITY BEING IMPLEMENTED? YES PARTIALLY NO
HOW MUCH OFTHE INDICATOR WAS ACCOMPLISHED?
HOW ARE WE IMPLEMENTING THE ACTIVITY?
STRENGTHS WEAKNESSES
HOW CAN WE IMPROVE THEACTIVIETY?
PROPOSEDCHANGES JUSTIFICATION
ACTION PLAN TO IMPROVE THEACTIVITY
04~
IIRR ParticipatorySystematizationWorkbook 096
U
ANALYSIS OFACCOMPLISHMENTAND IMPROVEMENT OFACTIVITIES
ACTIVITY: Evaluationof credit applications
INDICATOR: In oneyear,50 credit applicationswill havebeenreceivedandevaluatedto benefitthepoorestpeoplein thearea.
ISTHE ACTIVITY BEIT1~IGIMPLEMENTED? (~) PARTIALLY NO
HOW MUCH OFTHE INDICATOR WAS ACCOMPLISHED?
43 applicationshavebeenevaluatedin 9 months,butnot from thepoorestpeople.
HOWARE WEIMPLEMENTING THE ACTIVITY?
STRENGTHS
• Theestablishedcriteriahasbeenrespected• Theevaluation of thecredit
applicationis beingcompletedin theoneweekallocated.
WEAKNESSES
Theevaluationcriteriaarenotappropriateto benefitthepoorestpeople.
HOWCAN WE IMPROVE THE ACTIVITY?
PROPOSEDCHANGES
Changethe evaluationcriteria
JUSTWICATION
Thepresentevaluationcriteriabenefitpeoplewhohavemoreresourcesbut,accordingto projectobjectives,we needto benefit thepoorest.
ACTION PLAN TO IMPROVE THE ACTIVITY
1. Meetwith project staffandrepresentativesof projectbeneficiaries.
2. Establishnew evaluationcriteria.
3. Adopt themin theproject.
HRR: ParticipatorySystematizationWorkbook 97
EXAMPLE 11:
Name: PROJECTPLANNING MATRIX
98
It’s a 10 columntablethat includesimportantcomponentsfor theplanningof aproject.
It’s a tool that helps to analyzeand organizethenecessaryinformation for designing a projectaimedatsolvingpriority problemsin thecommunity
It is especiallyuseful in answeringquestionsNo
5,7,8,10,11,12,13,14and 15 of section“Nature ofProject”
It should include the objectivesof the project,their justification, expectedresults, indicators,meansof verification, activities to be implemented,scheduleof activities, resourcesneeded,budgetandwhois goingtoimplementtheplannedactivities.
Thematrix canbedoneby agroupof6—8communityrepresentativesand 1—2 projectstaff.
1 to 2 days.
IIRR Pa1-tlclpatorySystematizationWorkbook
1,
pI,
ppII
Whatis it?
Why is it useful?
Whatinformationis included?
How is it done?
Time needed:
ft
••O•••••••••0•O••••• •••~••O••••••~O••~••••••••O•
PROJECTPL4NNING MATRIXI.I
OBJECTiVES JUSTIFICATION EXPECTED INDICATORS MEANS ACTIViTIES SCHEDULE INPUTS BUDGET PERSONINRESULTS OF OF CHARGE
VERIFICATION ACTWITIES
PROJECTPLANNING MATRIXIMPROVEMENT OF VEGETABLES PRODUCTION
OBJECTIVES JUSTIFICATION EXPECTEDRESULTS
INDICATORS MEANSOF
VERIFICATION
ACTIVITIES SCHEDULEOF
ACTIVITIES
INPUTS BUDGET 5ERSONINCHARGE
Improvethe
quality ofvegetablesproducedby thecommunity,byimprovingsoil
fertility
The quality of
vegetablesisworsening,due todecreasedsoilfertility, whichlowersthepriceofourvegetables,affectingour
standardof living
Improvedquality ofvegetables,leadingtohigherpnces
In 1 year at least20familieswill haveadoptedworm humusto improvesoilfertility
In 2 years,thesefarm-lies will haveimprovedthe qualityof theirvegetablepro-duction thusincreas-
. Participationin ahumusproduction
course
• Beds for wormhumusproduction
established
. Dialoguewith
communitymembers
• Priceof vegetables
• Extensionagentwill offer a course
on wormhumusproduction
• Preparewormbeds
• Produceanduse
wormhumusasorganicfertilizer
• January
• February
• FromOctoberonwards
• Instructor
• Landandworms
. Familylabor
• I round-tripticketto thecommunity$45
• Purchaseofworms $600
• Maintenaceofwormbeds $ 100
. Community
leaderwill
searchfor anInstructor
• 20 families
• Families
youth
ingtheirpriceby 30%
sold
oeowww~~
I
EXAMPLE 13
Name:
Whatis it?
Why is it useful?
Whatinformationis included?
SWOT (strengths,Weaknesses,Opportunities,Threats)
It’s a matrixwherecommunitymembersincludetheir pointsof view onfourmain aspectsof a giventopic: 1) strengths,2) weaknesses,3) opportunities,and4) threats.
It is usefulto identify analyze,compare,andvisualizein a comprehensiveway,differentaspectsthat thecommunityconsiderimportant.Theprocessofconductingthe SWOTexercise,helpsclarify thepositiveandnegativeaspectsof theanalyzedissue.
Describesandanalyzestheinternalstrengthsandweaknessesof acommunity; organization,orproject,andtheopportunitiesandthreatsoftheexternalcontext.
a) Internalstrengthsandweaknesses:
• Of thecomunity;organizationorproject, in regardto anaspectorprojectconsideredimportant.
• Of a givenissuein regardto theproject.
b) Externalopportunitiesandthreats:• Externalto thecommunityor organization,in regardto someaspect
relatedto theproject.
• That caninfluenceprojectimplementation.
How is it done?
Timeneeded:
Usuallyit is conductedin a group,throughbrainstormingandtheuseof cards,onwhich eachparticipantwriteshis/herown opinion.Thenthecardsaredisplayedon a bigpieceof paperwith theSWOTmatrix, andtopicsarediscussedin thegroup.
2-3 hours
1ffiR ParticipatorySystematizationWorkbook 101
SWOT MATRIX
ISSUE TO BE ANALYZED:
STRENGTHS (internal) OPPORTUNITIES (external)
WEAKNESSES (internal) ThREATS (external)
4~
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102
Exampleof aSWOTexerciseconductedby acommunityaboutthefeasibility ofbuilding a communityhealthcenterto solvehealthproblems.
PROBLEM:
PROJECTANALYZED:
Lackof healthservicesin thecommunity
Constructionof ahealthcenter
SWOT MATRIX
STRENGTHS
• We haveacommunityhousethat canbe transformedinto a healthcenter.
•
OPPORTUNITIES
Currently,we havetwo communitymemberstrainedashealthparaprofessionals.
• We cansign an agreementwith theMinistry of Health,to provideadoctoranda nurse.
• In aweekend,thecommunitycanrepairthecommunityhouse.
• We canwrite aprojectproposalto getfunds to repairthecominumtyhouse.
WEAKNESSES
• A neighboringcommunityalreadybuilt theircenterandcanhelp us.
• We don’t haveadoctorin thecommunity.
THREATS
• We don’t know how to write proposals.
• TheMinistry of Healthtakesa longtime to consideragreements,andthen,
. We don’t havemoneyto fmancetheconstructionon ourown.
theyendup not signingthem.
• Thecommunityhouseis too small.
•
• Theprocessof gettingmoneyfromNGOsis very bureaucratic.
Thepeoplewho live far from thecenterwill notbe ableto comeeasily.
• Doctorsdo not like to work in ourcommunitybecauseit is far from the
• We do not havefunds to buy
city andproperaccomodationandservicesarenot available.
medicines,anddon’t know wheretobuy them.
I Doctorsprescribeexpensivemedicinesthatwe cannotbuy.
• Doctorschargetoo much.
URR ParticipatorySystematizationWorkbook 103
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Literature Consulted
Cadena,Felix (1987).Lasistematizacióncomocreacióndesaberdeliberación.GulaparalaconsolidaciOnde procesosde sistematizacióny autoevaluaciOnde la educaciOnpopular.Programadeapoyoa la sistematizaciOny autoevaluacióndelaeducaciónpopular.CEEAL.
Cadena,Felix (1987). La sistematizacióncomo creaciönde saberde liberación.AIPE-CEEAL: La Paz,Bolivia.
CEEAL, eds.(1988). La sistematizaciónen los proyectosdeeducaciónpopular.CEEAL:Santiago,Chile.
CIDE-FLACSO (1984).Apuntessobresistematizacióndeexperiencias.In Final ReportoftheSeminar“Sistematizacióndeexperienciasdeeducaciónpopulary acciónsocial’~heldinTalagante,Chile, 9-13deenerode 1984.
GarciaHuidobro, JuanEduardo(1980).Aportespamel análisisy la sistematizacióndeexperienciasno-formalesde educaciónde adultos. UNESCO-OficinaRegional deEducaciónparaAmericaLatinay el Caribe:Santiago,Chile.
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HUMANITt~S-CELATS(1988).La sistematizaciónde la prácdca chico experienciasconsectorespopulares.HUMANJTAS-CELATS: BuenosAires,Argentina.
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Quiroz,Teresa(1989).“La sistematización:un intentodeoperacionalización.”El Canelo:RevistaChilenadeDesarrolloLocal, 4, 12, 26-27:Santiago,Chile.
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IIRR: ParticipatorySystematizationWorkbook 105
Acknowledgements
This publication was madepossible partly through support provided by USAID.Opinionsexpressedhereinarenot necessarilythoseofUSAID.
Theauthorandcoordinatingteamalsogratefullyacknowledgetheassistanceofthefollowing peoplefor their insights and ideas:Eric Blitz, jackelineChenier,ThomasEdwards,Nelly Endara,JenniferGreene,JoséA. Jiménez,DeborahJohnson,MametMagno,PaulMundy, Jojo Pastores,SusanPurdy,RaymondRifenburg,NormanUphoffandPaulaWeiss.
1,
106 IIRR: ParticipatorySystematizationWorkbook
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About the author and coordinating team
DanielSelenerhasa Ph.D. in Adult andExtensionEducation,and a Master’sDegreeininternationalAgriculture andRural Development,both from Cornell University He iscurrenfly IIRR~sRegionalDirector for Latin America. He hasextensiveexperienceininstitutionalcapacitybuilding andparticipatorymethodsfor ruraldevelopment.Hehasprovidedconsultancyservicesto severalinternationaldevelopmentorganizations,andhasworkedwidely throughoutLatin America,aswell asin Asia.
* **** * * * ****
ChristopherPurdyhasaMaster’sDegreein InternationalDevelopmentandNutritionfrom Cornell University. He hasworkedwith Savethe Children in Ethiopia andotherNGOsin theUnitedStates.Hewasaprivateconsultantfor local andinternationalNGO’sin Ecuador.HisprofessionalinterestsincludeNorth-Southorganizationalpartnershipsandinstitutionalcapacitybuilding. Heis from theUnited States.
Gabriela Zapata has a Master’s Degree in International Agriculture and RuralDevelopmentfrom CornellUniversity. Havingworkedwith NGO’s in Ethiopiaandhernative Mexico, she was a private consultantfor local and internationalNGO’s inEcuador.Her profesionalinterestsinclude adult educationand institutional capacitybuilding.
A request:Pleasewriteand let usknowwhatyou think of this workbook,whatworked,whatdidn’t, andwhatyou think couldbe improvedin future editions.Ouraddressis:
InternationalInstitutefor RuralReconstructionRegionalOffice for Latin America
Casilla17-08-8494Quito,ECUADOR
SouthAmericaTel/Fax: (593-2)443-763e-mail: [email protected]
llRR~ParticipatorySystematizationWorkbook 107
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I n spiteof a growinginterestandneed,therearefewclear,practicalguidelinesonhowto design,follow-up andevaluate
developmentprocessesin a participatoryway. In generalterms,formalevaluationsof developmentprojectsfocusedalmostexclusivelyon measuringresults,andwithout the activeparticipationof thebeneficiaries.
Staffof non-governmentorganizations(NGOs),grass-rootsorganizations(GROs),andgovernmentagencies(GAs),needtounderstandthe operatingprocessesof projectsin which theyareinvolved.Developmentorganizationsworkers,aswell asbeneficiaries,oftenreflectinformally on howprojectshavebeendesignedandimplementedandcanbeimproved.But thisknowledgeis rarelydocumented,analyzedandsharedin asystematicwayto improvetheprojectthroughon-goinglearningaboutits processesandresults.
Manyresearchersanddevelopmentpractitionersaredepartingfrom thetraditionalpracticeof measuringonly pi oject results,andseekingamoredynamicandcomprehensiveunderstandingofits processesaswell, partly throughtheactiveparticipationoftheprojectbeneficiariesthemselves.Syst.einatization satisfiestheseneeds.
Systematizationis a continuousprocessof participatoryreflectionon a project’sprocessesandresults,undertakenbyboth projectstaffand participants.This systematicanalysisgenerateslessonswhich arefed backto improve the project.It is aprocessthatstrengthensthelearningandorganizationalcapacityof developmentorganizations,whichin turn, promotestheimplementationof moreeffectivedevelopmentprojects.Furthermore,whentheprojects’experiencesaredocumented,theycanbesharedwith otherorganizations.