Evaluation Capacity Building

Khan, M. Adil

doi:10.1177/13563899822208626

Cited by 21 publications

(13 citation statements)

References 5 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The need to build community and organisational capacities in these processes has been increasingly recognised by others working in this field (Fetterman et al, 1996;Wadsworth, 1997;Boyle and Lemaire, 1999;O'Sullivan and O'Sullivan, 1998;Khan, 1998). PAR, empowerment evaluation, and participatory evaluation have been found to be effective in developing these capacities.…”

Section: Building Community Capacities In Evaluationmentioning

confidence: 99%

An Evaluation Capacity-Building Process for Sustainable Community IT Initiatives

Lennie

2005

Evaluation

View full text Add to dashboard Cite

IntroductionParticipatory forms of evaluation aim to produce a range of empowering outcomes and impacts, including increased community capacities in planning and conducting evaluations and broader stakeholder participation in decision-making. Other outcomes include improved communication and trust among stakeholders, and constant improvement of initiatives in ways that meet community or client needs. In her extremely positive assessment of participatory evaluation, Diez (2001: 907) suggests that this methodology can be a useful tool to 'mobilise communities for regional action, empower local agents and enhance learning capacity'.Many researchers argue that building community capacities and fostering empowerment are more effective ways of achieving sustainable community development than programs and success indicators imposed by outside experts (Harrison, 1998;Mobbs, 1998). They point out that outside experts usually have limited knowledge and understanding of the particular context, needs and issues of a community. Local solutions to achieving sustainable community and economic development are therefore seen as important outcomes of a capacity building approach to evaluation. Nevertheless, evaluation methodologies which explicitly aim to be participatory raise many complex theoretical, methodological and ethical issues, as Gregory (2000), McKie (2003), Rebien (1996) and others point out. They include issues related to stakeholder representativeness, the greater level of time, energy and resources required to conduct evaluations and develop trust, the potential for dependence on the facilitator/professional evaluation consultant, and for conflicting agendas and perspectives of various stakeholder groups to hinder success (Gregory, 2000;Papineau and Kiely, 1996;Rebien, 1996). Rebien (1996) also notes the conceptual weakness of the concept of participation, while the contested 2 concept of 'empowerment' is often used in uncritical ways. Indeed those advocating participatory approaches to research and evaluation often make idealistic or naïve assumptions that community participation will automatically lead to empowerment.Thus, while power is a central issue in participatory forms of evaluation, it is often ignored (Gregory, 2000). Vanderplaat (1995: 85) suggests that even the more critical models of evaluation have failed 'to deal, in any meaningful way, with the concept of relative power, or more specifically the unequal distribution of discursive power, a central construct in empowerment-based social programming'. As McKie highlights in her recent paper on the concept of 'rhetorical spaces' (McKie, 2003), there is a need to focus on the communicative and relational dimensions of participatory evaluations which can affect their outcomes in unintended ways. This requires rigorous analysis of both the intended and potentially unintended or negative impacts and effects of participatory evaluations.This paper presents outcomes of a detailed analysis of the empowering and, at times, disempowering impacts of the imple...

show abstract

Section: Building Community Capacities In Evaluationmentioning

confidence: 99%

An Evaluation Capacity-Building Process for Sustainable Community IT Initiatives

Lennie

2005

Evaluation

View full text Add to dashboard Cite

show abstract

“…ECB offers skills and techniques that one must learn in order to conduct evaluation (Huffman, Thomas, & Lawrenz, 2008). Khan (1998) argued that M&E function should be looked upon as the collective responsibility in the organization. This means that every person in the organization should have the ability to carry out M&E. Douglah, Boyd, and Gundermann (2003) suggested a number of activities that are used by development organizations around the word to improve the performance of M&E. They include among others, team-building; coaching; mentoring; exchange visits; technical assistance; short and long-term training.…”

Section: Introductionmentioning

confidence: 99%

Evaluation Capacity Building and Improvement of Monitoring and Evaluation practice among Non- Governmental Organizations in Central Eastern Counties of Kenya

Kithinji

2019

ESJ

View full text Add to dashboard Cite

Monitoring and evaluation (M&E) in projects management is an expensive but critical process that needs careful implementation because of its role in providing information necessary for decision making, planning, and policy formulation. This importance has occasioned the need to look into the quality of M&E process and a lot of effort has been put into building capacity of M&E stakeholders in projects and programs. The goal of this study was to establish evaluation capacity building (ECB) efforts and the influence of the same on general M&E practice among non-governmental organization in central eastern counties of Kenya. The study was guided by pragmatism paradigm to conduct a descriptive survey. Stratified random sampling was used to obtain the sample studied. A structured questionnaire with Likert-type questions, anchored on a five-point scale was used to collect primary data which was triangulated using data from interviews. The findings were that organisations in the region are doing a number of unstructured activities to build evaluation capacity which are done in varying degrees, these activities had influence on M&E practice. The study recommends organizations to invest in ECB activities especially those that build capacity in M&E professional development and building M&E support structures because these were perceived to contribute more to improved M&E practice. However they need to be systematized and balanced in addressing the M&E capacity need. Organizations needs to put more resources into. There is also a need to establish and test an ECB model that would be used in a simple in the region.

show abstract

“…Evidently, it was determined in this study that professional development in M&E contributes greatly to utilization of M&E results. Not only do professional development activities equip the general stakeholders on skills to carry out M&E activities, but as Khan (1998) put it, M&E utilization is enhanced in project where project staffs have taken time to develop their skills in M&E.…”

Section: Test Of Hypothesismentioning

confidence: 99%

“…The people who carry out M&E functions are professionals and managers in an organization thus it should be part of the organization's policy to orient and train them for the M&E functions. Khan (1998) argued that M&E function should be looked upon as the collective responsibility in the organization. This means that every person in the organization should have the ability to carry out M&E. This she says, would help to create a culture of conscious monitoring and evaluation, information sharing, seeking internal assistance in case of problem and most of all sharing credit for success and responsibility for failure.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Quoting a study by United Nations Development Programme (UNDP) study, Khan (1998) lists a number of factors that reflect on success and sustainability of M&E systems. Among them are; Suitable institutional framework with adequate feedback linkage, Staff training and logistics support, Demonstrated benefits of evaluation and Technical assistance.…”

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

Professional Development In Monitoring And Evaluation And Result Utilization In Meru Region In Kenya

Kithinji

Kidombo

Gakuu

2016

ESJ

View full text Add to dashboard Cite

This study was carried out to determine the influence of professional development in Monitoring and result utilization in Meru Region; Kenya. Pragmatic approach was used to lay foundation for a mixed mode approach in methodology thus allowing for both descriptive and inferential analysis of data. The study targeted employees working in project organizations in the region and had an experience of over two years. The sample size was 218. In general, the study noted high level of M&E results utilization at project level by project employees and that Professional development activities were being carried in the region at moderate extent. Together, all activities carried out to develop professionalism in M&E had a positive high correlation thus concluding that they have influence on the actual utilization of M&E result. The study established that a unit increase in professional development in the region result to 43.6% increase in M&E result utilization. It was recommended that more of professional development activities in M&E be undertaken to include even other users of M&E result outside the Project organization to maximize on the evaluation results in order to justify the resources used in carrying M&E in organizations

show abstract

Evaluation Capacity Building

Cited by 21 publications

References 5 publications

An Evaluation Capacity-Building Process for Sustainable Community IT Initiatives

An Evaluation Capacity-Building Process for Sustainable Community IT Initiatives

Evaluation Capacity Building and Improvement of Monitoring and Evaluation practice among Non- Governmental Organizations in Central Eastern Counties of Kenya

Professional Development In Monitoring And Evaluation And Result Utilization In Meru Region In Kenya

Contact Info

Product

Resources

About