“Project and program managers who wish to conduct an evaluation are often faced with severe budget, time or data constraints — these can act as a disincentive to conduct rigorous evaluations. The purpose of this booklet is to provide advice to those planning an impact evaluation, so that they can select the most rigorous methods available within the constraints they face”
This paper describes research undertaken by INTRAC into the relationships between northern and southern NGOs working in partnership. It summarises European and southern perspectives on partnership based on research and three case studies, and draws out the key themes. It concludes with some recommendations, especially around funding, accountability/transparency, and working together as organisations rather than pairings of individuals or departments
"This booklet, a companion to the publication ‘Working from Within’, colorfully presents 24 tips, one per page, for culturally sensitive programming, based on research carried out by UNFPA"
Discusses the tension and synergy of culture and participatory development through examples of theatre for development experiences in Mali and Namibia. The author describes performances and processes for setting up performance activities in villages, some of which had their own forms of narrative drama, and others which developed these with external support. The article discusses the implications of importing and imposing cultural forms to achieve project goals, and contrasts this with the ethos of theatre for development, which seeks to engage community members in a dialogue with development workers in order to foster participation in and ownership of development activities
This paper uses a case study to argue that participatory approaches emerge from a complex process of negotiation where fieldworkers are subject to unique combinations of competing influences from the organisations they work for, the communities they work with, and their own personal characteristics. It suggests that fieldworkers can actively pursue personal agendas and can also be involved in changing the structures that condition their actions. However, the paper concludes that elements of the organisational structure can leave little room for fieldworkers to use their agency positively, and that managers need to address this in order to reduce the gap between the policy and practice of participatory approaches
Source e-bulletin on Disability and Inclusion