 | Sustainable Development and Persons with Disabilities: The Process of Self-Empowerment (ADF, 1995, 117 p.) |
 |  | (introduction...) |
| | About the author |
| | Foreword |
| | Foreword |
| | Abbreviations |
| | Sources and acknowledgements |
|  | Section I: Understanding and perception |
| | (introduction...) |
| | Chapter 1: Introduction |
| | Objectives of this guide |
| | Who may use the guide |
| | Language and liberation |
| | Debate and discussion must continue |
| | Chapter 2: An integrated approach to sustainable development for persons with disability |
| | Chapter 3: The enabling environment: SAPs, development and disability |
| | (introduction...) |
| | Action guidelines |
| | Appendix 1: Structural adjustment programme (SAP) - The experience of Zambia |
| | Chapter 4: Community-based rehabilitation |
| | (introduction...) |
| | Practices in relation to the PWDs |
| | What is CBR? |
| | Case studies |
| | A general assessment of CBR: Possibilities and limitations |
| | Action guidelines |
| | Section II: Building economic self-reliance |
| | (introduction...) |
| | Chapter 5: Building economic self-reliance |
| | The importance of self-reliance |
| | Employment options for PWDs |
| | Group versus individually designed and managed IGPs |
| | IGPs at the crossroads of gender and class |
| | Action guidelines |
| | Chapter 6: Income generating project planning |
| | The importance of planning |
| | The experience of a clothing manufacturing project run by a PWD organisation |
| | Other lessons to learn from other experiences |
| | Recommendations of the entebbe workshop |
| | What is involved in successful planning |
| | What kind of information is needed for planning? |
| | What do we do with all this information? |
| | Action guidelines |
| | Chapter 7: Implementation and resource mobilisation |
| | (introduction...) |
| | Sustainability |
| | Resource mobilisation |
| | Running an enterprise |
| | Some case studies of projects run by PWDs |
| | Action guidelines |
| | Appendix 1: Revolving loan scheme (RLS) |
| | Appendix 2: The Entebbe workshop resolution con RLS |
| | Chapter 8: Monitoring and evaluation: Measuring the success of IGPs |
| | (introduction...) |
| | Monitoring |
| | Evaluation |
| | Methodology of monitoring and evaluation |
| | Action guidelines |
| | Chapter 9: Capacity building: Skills training and institution building |
| | (introduction...) |
| | Empowerment |
| | The pedagogy of disability training |
| | Women with disabilities and capacity building for IGPs |
| | Action guidelines |
| | Section III: Lobbying, networking and building alliances |
| | (introduction...) |
| | Chapter 10: Strategies for lobbying, networking and building alliances |
| | PWDs are their own principal change agents |
| | Lobbying, advocacy and networking |
| | Broad alliances |
| | Action guidelines |
| | Notes and references |
| | (introduction...) |
| | ADF board of directors |
Evaluation
Evaluation is much like monitoring, but it usually comes at the end of a longer period of time. It is also more comprehensive. And often the project holders engage an outside professional to come and do an objective and critical evaluation of the project.
In the case of Asante Shoe Repairs, being a small company, they could have carried out an evaluation themselves. On the other hand, since the relationship between the partners had become a bit strained, they could have asked an outside evaluator to come and look into their business and find out what was going right and what was going wrong. The evaluator would have carried out both a financial and business analysis of the company as well as a "structural" analysis, i.e. an analysis of the organisation and decision-making structures of the enterprise.
When a project is funded by a donor agency, it is usual for the donor to seek its evaluation at the end of the project period, or mid-way between the project cycle. The donor normally likes to know if the money given as a loan or a grant has been used according to the initially agreed objectives and conditions, and what needs to be done if things are not going according to plan.
Here it is important to introduce the concept of participatory evaluation. This is evaluation by an external person (or company) with the participation of the project holders. The advantage here is that it combines the skills and objective perspective of an outside evaluator with the project holders' knowledge of the inner dynamics of the organisation or project.
The evaluator holds a mirror through which the project holders engage in a critical self-appraisal.
|
|