A Participatory Systematization Workbook · A Participatory Systematization Workbook Daniel Selener...

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

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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

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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?

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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.

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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

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Why should we systematize?The systematizationprocessallows us to continuouslyanalyzeprojectactivities,generateknowledgetoimproveits implementationandimpact,andsharelessonslearned.

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Whatwe havebeendoing:

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Why shouldwe systematize:

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• “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.

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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


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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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.

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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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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.

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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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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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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:

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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.

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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


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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.

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Possiblecoordinators:

• A communityleaderormember• A staffmemberfrom thedevelopmentorganization• A staffcommittee• An externalfacilitator• Other

Possibleparticipants:

• Communityleadersandmembers• NGOor GRO staff• Governmentworkers• Facilitators• Technicalstaff• Researchersandevaluators• Other


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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

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Examplesof quantitativedata

• Tonsof grainsproduced• Kilometersofroadbuilt• Numberof childrenvaccinated• Numberof coursesoffered


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.

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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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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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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.

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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.

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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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0 Lack of financial resources

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It is possiblethat organizationswhichwant to conductasystematizationmayfeel that theylackthefinancialresourcesto do so.Althoughsystematizationis not anexpensiveactivity,somecostsmaybe expectedsuchaspaper,photocopies,photographs,recording, refreshments,transportationandothercosts.

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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.

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$Solutionstolack of financialresources

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Section 4

What to Systematize:Areas of Analysis

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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

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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

•ISS


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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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40 IIRR ParticipatorySystematizationWorkbook SS

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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


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


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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IffiR ParticipatorySystematizationWorkbook 47

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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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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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•

54

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~


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~


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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S60 IIRR: ParticipatorySystematizationWorkbook S

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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

I[RR: ParticipatorySystematizationWorkbook 61

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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:


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

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Section 5

Sharinglessonslearned

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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

S

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


•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?


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


• 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

C)

0)

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?


HOW CAN WE IMPROVE THEACTIVIETY?

PROPOSEDCHANGES JUSTIFICATION

ACTION PLAN TO IMPROVE THEACTIVITY

04~


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~

IIRR: ParticipatorySystematizationWorkbook 0ft

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

tS**S*.SS ••• 0* *.*SOS* *S.*.e.......S*.•*•..*.a

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.

Ghiso,Antonio (1989). “EducaciOnde adultos,un camino porhacer...”In La formaciónmetodológicadeloseducadorespopulares.CEEAL (eds.):SantiagodeChile.

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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.

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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.

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