"This publication is based on the experiences collected over the course of 30 months while implementing participatory evaluation practices in the European funded research project CoAct. This citizen social science project's primary goal was to address social concerns such as youth employment, mental
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healthcare, environmental justice and gender equality in the context of local citizen social science initiatives [...] With this Whitepaper, we want to raise awareness for participatory approaches towards evaluation and impact assessment in citizen social science. The six co-evaluation principles that form the core of this paper are intended to guide the participatory approach to project evaluation and to sharpen the focus for impact assessment. While these principles have been developed in the context of citizen social science activities, we believe in their wider applicability for citizen science in other domains and participatory research in general." (Introduction, page 7)
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"This tool is on how to categorize and analyse outcomes already harvested with informal workers in an online workshop using Tool 7, and how to use this analysis to discuss achievements, challenges, and strategy with the same participants. Tool 7 took you through how to support participants in a work
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shop to harvest outcomes: WIEGO outcomes – that is changes made by informal workers, Nets or MBOs1 that WIEGO has influenced directly, for example through a training or other intervention; and outcomes that those workers, Nets or MBOs in turn have influenced through their own actions. In this Tool 8, the WIEGO facilitation team first categorizes and analyses outcomes that were harvested in the Tool 7 workshop; and then in a second online workshop, you facilitate participants interpreting findings and identifying implications for improving their strategies, and potentially for WIEGO to improve your original training workshop. The online workshops described in these two tools (7 and 8) aims to strengthen capacity of participants in telling their stories and in analysing their influence and its strategic implications. Note: there are separate tools in the WIEGO MLE Toolkit (5 and 6), for doing this in a face-to-face workshop." (The Focus of this Tool)
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"This tool is on how to categorize, analyse and interpret outcomes already harvested using Tool 5, in a workshop setting. Tool 5 takes you through how to support participants in a workshop to harvest: WIEGO outcomes – that is changes made by informal workers, Nets or MBOs1 that WIEGO has influence
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d directly, for example through a training or other intervention; and outcomes that those workers, Nets or MBOs in turn have influenced through their own actions; or outcomes that WIEGO has influenced directly – assuming this is an internal WIEGO workshop rather than a workshop with informal workers. Tool 6 demonstrates how you collectively categorize, analyse, and interpret the outcomes identified during the workshop 5. This tool comes in this face-to-face version and in an online version (Tool 8). The workshops described in these two tools aims to strengthen capacity of participants in telling their stories and in analysing their influence and its strategic implications." (The Focus of this Tool)
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"A great way to find out if WIEGO’s interventions – trainings or other kinds of supports to Nets and MBOs – have worked well, or if people have used our tools and materials, is to engage them in a follow-up evaluation workshop. This Tool 5 takes you through the process of supporting participan
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ts to describe changes they or their organizations have influenced since WIEGO’s interventions, or since they got WIEGO’s toolkits or materials. You can also use it within WIEGO to harvest outcomes that members of the WIEGO team, individually or collectively have influenced. This tool comes in this face-to-face version and in an online version (Tool 7). Tool 6 takes you through how to collectively analyse those outcomes and consider their strategic implications. The online version is Tool 8. The workshops described in these two tools aims to also strengthen capacity of Net or MBO participants in telling their stories and in analysing their influence and its strategic implications." (The Focus of this Tool)
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"In your day to day work you notice changes that others are making, influenced by WIEGO. How do you capture these to support WIEGO’s learning? This tool provides an explanation of what to look for, and a template for documenting outcomes, why they matter (their significance) and how WIEGO or WIEGO
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partners contributed towards them." (The Focus of this Tool)
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"This Tool 7 is an online version of Tool 5 of the WIEGO MLE Toolkit: How to conduct a participatory workshop: harvesting outcomes. That tool discusses the rationale and gives illustrative examples of running a participatory OH workshop, and these are not repeated here. Please read them first. Tool
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8 is the online version of Tool 6 on outcomes analysis and strategic learning. A great way to find out if WIEGO’s interventions – trainings or other kinds of supports to Nets and MBOs – have worked well, or if people have used our tools and materials, is to engage them in a follow-up evaluation workshop. This Tool takes you through the process of supporting participants to describe changes they or their organizations have influenced since WIEGO’s interventions, or since they got WIEGO’s toolkits or materials. The online workshop in Tool 8 should take place one or a few days after this first workshop, giving you time to analyse the harvested outcomes before the workshop. It engages participants to interpret the analysis of the outcomes they harvested. They consider if and how well they are using the materials and having the influence they hope to have, whether on their own institutions or on external actors. The online workshops described in these two tools (7 and 8) aims to strengthen capacity of participants in telling their stories and in analysing their influence and its strategic implications." (The Focus of this Tool)
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"Participatory M&E is about engaging different stakeholders, especially targeted beneficiaries, in monitoring and evaluation processes. It is done to generate better M&E information and/or to empower stakeholders. It is facilitated through two main approaches. The first is a set of tools and methods
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used to enable effective M&E. The second is the attitudes and behaviour needed to support meaningful participation." (Introduction)
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"This paper presents comparative learning from the evaluation of six international development initiatives that applied various forms of Process Tracing. While these initiatives span across diverse contexts and pursued different aims, they are connected by a common thread: all six case studies centr
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e around efforts to influence others - often decision makers and those in power - around aspects such as practices of consultation and inclusion; public policy; and resource allocation. The paper is organized in the following manner. We first explain Process Tracing and review common definitions. Secondly, we consider the potential value added of an explicitly Bayesian approach to Process Tracing. Next, we discuss the six cases where Process Tracing was applied, noting similarities and differences. Then, we explore key practical learning emerging from the cases and insights from the use of different forms of Process Tracing across different programming contexts. These reflections are organized under four meta-themes of participation, Theory of Change, methodological decisions, and mitigating bias. Finally, we present our key recommendations, ending with practical tips, targeted at practitioners and evaluators interested in applying Process Tracing, especially for initiatives falling under the ‘influencing’ umbrella." (Introduction)
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"The evaluation stories revealed in the project illustrate the value of a positive approach. They emphasize the evidence of what works and/or might work and is worthy of being continued, enlarged or modified. This can be contrasted with evaluations that are focused mainly on the technical problems a
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nd deficiencies present in most interventions. This type of approach has been shown to be highly relevant in getting beyond defensive and suspicious attitudes, and instead promoting a constructive focus on possible solutions. For example, the evaluation of the initiative Strengthening the Abilities of Indigenous Women to Set up and Have a Bearing on the Implementation of Public Policies (Colombia) validated many of the approaches adopted, and indicated the potential that could be developed by having an additional training to the objectives outlined originally in the project. In addition to that, in evaluations with a positive approach, evaluators usually develop a close relationship with the actors of the intervention, understanding them and supporting them. The evaluators' task in these cases is not limited to indicating what to be modified. Many times local actors regard this as evaluators demonstrating ‘commitment’ to the project and its future. Participation of the actors in the collection and use of the evaluation data is a powerful way of including users and beneficiaries. This allows participants to get involved and understand the data better. An evaluation characterised by a collaborative approach leads participants to take responsibility for the evaluation and then for the change and transformation that follows. In this way, active participation in the evaluation process helps to develop better understanding of evaluation and contributes to commitment and use. This is illustrated by the participatory evaluation in Costa Rica, in which regional technical teams were involved and deeply interested in getting to know how the evaluated program worked in their area. In contrast, the higher authorities limited their participation to approving the evaluation. In this way, recommendations at regional and local levels were applied soon after the evaluation finished, whereas general recommendations —dependent upon the higher authorities— have not yet been applied." (Introduction, page 21-22)
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"From pioneering leaders in the field, this is the first book to provide a solid foundation for three major stakeholder involvement approaches: collaborative, participatory, and empowerment evaluation. Highlighting differences among the approaches, the authors focus on the role of the evaluator, who
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may be in charge of the evaluation, share control, or serve as a "critical friend," leaving stakeholders in control. Practitioners are guided to select and implement the most appropriate framework for the purpose and scope of a given evaluation and the needs of community members and funders. For each approach, a chapter on essential features is followed by two chapters presenting actual sample evaluations--for example, early childhood and community health initiatives, an aquarium, a project with Google, and more. The concluding chapter discusses similarities and circumstances in which the approaches can be combined." (Publisher description)
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"A participatory evaluation actively involves key stakeholders, especially the intended beneficiaries of a project or programme, in the design and implementation of the evaluation. Participatory evaluations can be carried out for many reasons. The two most common are to empower beneficiaries to bett
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er analyse and improve their own situations, and to produce better and more reliable findings and recommendations." (Introduction)
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"This technical report introduces a set of evidence-based principles to guide evaluation practice in contexts where evaluation knowledge is collaboratively produced by evaluators and stakeholders. The data from this study evolved in four phases: two pilot phases exploring the desirability of develop
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ing a set of principles, an online questionnaire survey that drew on the expertise of practicing evaluators to identify dimensions, factors or characteristics that enhance or impede success in collaborative approaches, and finally a validation phase. The principles introduced here stem from the experiences of 320 evaluators who have engaged in collaborative approaches in a wide variety of evaluation settings and the lessons they have learned. We expect the principles to evolve over time, as evaluators learn more about collaborative approaches in context. With this in mind, we pose questions for consideration to stimulate further inquiry." (Abstract)
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