The Art and Science of Implementing Participatory Extension Project - Edited - 2

IMPACT ASSESSMENT:
“The Art and Science of

Implementing Participatory
Extension Project”
Presenter:
DR. CHRISTOPHER V. MANAOIS
OUTLINE
Impact Assessment:
“The Art and Science of Implementing Participatory Extension Project”
A. The Essence of Social Responsibility
B. Activity 1: Each Volunteer is Important
C. Activity 2: Volunteer is not Pa-Importante
D. What is Community, Outreach, and Extension Services?
E. Community Outreach VS. Community Extension
F. What Community Development Does?
G. “Musts” of an Extension Project
H. Development and Quality of Life
I. Definition: Community Development
1. 5 C’s Strategy for Community Development
2. Key Qualities of Community Development
J. What is Sustainability?
1. 7 Factors to Sustaining Community-Based Projects
• Community Extension Program Checklist
• Demonstrated Program Impact
• Keys to a Successful Collaboration
K. Action Planning
L. Participatory Extension
M. Topology of Participation
N. Community Outreach/Extension Procedure
O. What is Outcome Measurement Evaluation
P. Process VS Outcome Evaluation
Q. Developing a Program Evaluation Logic Model
R. Documenting Impact of Outcome Evaluation
S. Summary
The Art and Science of Implementing Participatory
Extension Project
The Essence of Social Responsibility
Man is born free

but everywhere
he is in chains.
-Jean Jacques Rousseau
The Social Contract
Extension Project
Each Volunteer is Important
XVXN THOUGH MY TYPXWRITXR IS AN OLD MODXL, IT
WORKS QUITX WXLL XXCXPT FOR ONX KXY. KXYS
THAT FUNCTION WXLL XNOUGH. BUT JUST ONX KXY
NOT WORKING MAKXS A DIFFXRXNCX.
SOMXTIMXS, IT SXXMS TO MX THAT OUR GROUP IS

SOMXWHAT LIKX MY TYPXWRITXR. NOT ALL THX
KXYS ARX WORKING PROPXRLY. YOU MAY SAY “WXLL,
I AM ONLY ONX PXRSON. IT WON’T MAKX MUCH
DIFFXRXNCX. BUT YOU SAY. THX GROUP YOU BX
XFFXCTIVX NXXDS THX ACTIVX PARTICIPATION OF
XVXRY PXRSON”.
SO, THX NXXT TIMX YOU THINK THAT YOU ARX ONLY
NXXDXD RXMXMBXR MY TYPXWRITXR AND SAY TO
YOURSXLF “I AM A KXY PXRSON AND VXRY MUCH”
Extension Project
Volunteer is not Pa-Importante

Reminds me oph a phriend oph mine whose typewriter
was missing one key also. It was the eph key he
lacked and we used to call him ephless Ell.
The thing about ephless, though , was that he could

always improvise. Iph one key was out oph action, he
could get around it by using two others.
In other words, phriend – you may be needed but

unless you do something, you wont be needed anyone.
Extension Project
“whatever you do to the

least of your brethrens,
you have done it to ME.”
Extension Project
Community Outreach/
Extension Services is indispensable
As the emerging trend in the HEI’s is

accreditation, it is a make-or-break situation
for the school to implement its extension
program for the institution to survive and
flourish. After all, we are duty-bound to do our
share in making the world a better place to
live in.
Extension Project
WHAT IS COMMUNITY
The word “community” is derived from the

Latin word communitas (cum, “with/together
” + munus, “gift”), a broad term for fellowship
or organized society.
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OUTREACH
A systematic attempt to provide services
beyond conventional limits to particular
segments of the community.
In the present case, we define the outreach

as services beyond routine classroom and
laboratory activities.
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EXTENSION SERVICES DEFINED
is an educational program and one of the

three main functions of an academic institution
that is conceived to facilitate the transfer of
new knowledge and technology from the
research institution to the end-users for
community development
Extension Project
What is community extension/

outreach for?
COMMUNITY DEVELOPMENT
OR
STUDENT DEVELOPMENT
Extension Project
Community development recognizes sources

of wealth (or community capital) that exist in the
community, helps those sources to grow, and
links them with one another to form a stronger,
more capable members of the community itself
have the primary responsibility for decision
making and action. Community development
produces self-reliant, self sustaining
communities that mobilize resources for the
benefit of the members.
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COMMUNITY EXTENSION /
OUTREACH CREATES
SERVICE LEARNING,
WHICH IS ESSENTIALLY A
TOOL TO ENHANCE
STUDENT LEARNING
-Kraft
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An extension project must:

 Respond to a felt community need or gap;
 Make use of technology or knowledge

present in the school relevant to the
distinctive academic competence of the
school or a unit of the school; and
 Make the community more empowered.

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DEVELOPMENT is:
- empowering and raising the Quality of Life
of the masses
QUALITY OF LIFE is:

- raised when there are both Negative and
Positive Peace Present!
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Training on Skills for

Employability!
Educating Life Skills!
Advocating Tolerance!
Propagating Human Rights!
Ensures foundation of Peace.

Extension Project
What do they have in common?
A VISION,
SUSTAINABILITY
and DETERMINATION!
Extension Project
Defining Community Development

 A group of a people in a community reaching a
decision to initiate a social action process (that
is, planned intervention) to change their
economic, social, cultural, or environmental
situation
-Christenson and Robinson, 1978
 Collective Agency
 believe working together can make a difference
 organize to address their shared needs
collectively
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Five C’s Strategy For

Community Development
 Community
 Connections
 Control
 Cash
 Collective Action
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Key Qualities of
Community Development
 It is always purposive
 Its purpose is always positive
 I exists in the efforts of people and not
necessarily in goal achievement. Trying is
enough to qualify as community
development
 It is structure-oriented
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Development “In” vs. “Of”

the community
 Development IN the community is principally
concerned with building the economic or
physical infrastructure of a community.
 Development OF the community is focused
on building the human capacity to address
local issues and concerns. As such, it affects
the structure of the community.
Extension Project
What is Sustainability?
- Collect and repeat responses
Sus-tain(from Latin sustinere), hold up

 To keep in existence; maintain
 To supply with necessities or nourishment
 To keep from falling or sinking; prop
 To support the spirits or resolution of;
encourage
 To endure or withstand
Extension Project
Sustainability is……
“The ability of an organization to improve

institutional capacity in order to adopt a realistic
and innovative strategy to provide quality
services, with a view to expanding the number
of beneficiaries and to generate income
through a diversified funding base.”
Extension Project
Mancini and Marek’s suggest there are seven

factors that are viewed as important to sustain
ing community-based programs.
1. Funding
2. Change
3. Leadership
4. Collaborators
5. Community
6. Demonstrated Program Impact
7. Project Staffing
Extension Project
Program Funding
 Do you have funding for at least 2 years?

 Do you have plans for future funding?
 For a program to survive and thrive, it
must have ongoing financial support.
 Do you have adequate funding for current
operations and staffing?
 What funding issues/ challenges do you face
in your organization?
Extension Project
Leadership
 Do your organizational leaders plan for
sustainability?
 What do they propose to allow organization to thrive and survive?
 Do your leaders establish clear project mission

statements and goals?
 It is essential to know where you are headed
and have a plan to take you there.
 Do your leaders identify survival strategies?

 What is your “plan B”?
 What will you do to survive long term?
 What are your most common challenges in this

area?
Extension Project
Project Staffing
 Are your staff involve in design, evaluation

and decision making?
People who feel ownership of the program

will want to make the program work!
It takes input from all staff members to help
a program survive.
Extension Project
Project Staffing
 Are your staff trained, recognized and rewarded?
Trained staff have the skills necessary to

succeed.
Staff who are recognized for a job well done feel
they matter and others know what they have
contributed.
Rewards motivate staff and give them incentive
to continue doing a good job.
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Project Staffing
Program staff interactive with your “beneficiaries”.

Make certain they have a positive message to
share and they know how to do their job.
What challenges do you encounter with staff?

Extension Project
Changes
There is a saying: “Change is the only constant.”

 Plan for Change... it will happen.
 Do your programs end?

 Are new programs developed?
 Are sites consolidated if necessary?
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Community
 Does your program assess needs and assets

on a regular basis?
 Overtime, needs and assets change. You

need to have your finger on the pulse of
the community you serve.
 Periodic assessments can reveal trends

and help you prepare for the future.
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Community
 Does your project reflect diversity?

 Does your project have strong local
government support?
 How was your project assessed assets
recently?
 How do you recruit diverse members to
your organization?
 What are the best ways to engage local
government?
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Demonstrated Program Impact
 Are evaluation plans developed before you

implement a program?
 What are you attempting to accomplish?
 Without evaluation plans how ill you know
you are successful?
 Are evaluations conducted regularly?

 Regular evaluations reveal areas of
improvement.
 In between evaluations you can modify and improve
programs.
Extension Project

 Are program “success stories” marketed to the
public and funding sources?
 Brag about your program.
 Let people know how their funding has influenced
the lives of program participants.
 People want to know their contributions make a
difference.
 People want to be aligned with successful programs.
 Whose role is it to plan for and conduct

evaluation?
 Is evaluation written into job descriptions and
plans of work?
Extension Project
Collaborators
There are several keys to a successful collaboration:
1. Shared common vision.

What are we doing?
What do we want from the program?
2. Clearly defined roles.

Who will do that?
3. Involvement in program design.

Get input from all persons involved.
Extension Project
Collaborators
There are several keys to a successful collaboration:
4. Involvement in program implementation.

How will get accomplish our goals?
5. Involvement in program evaluation.

How will we know how are we doing?
Where can we improve?
6. Business and government representatives.

Look for ways to engage local community representation.
Extension Project
Action Planning
Change/ modify
Project Leadership
Project Staffing
Community
Funding
Collaborators

Extension Project
Situation
Analysis
Evaluation
Planning
Participatory
Extension
Monitoring Implementation
Topology of Participation
8 Passive Participation
People participate by being told what is going to happen
or has already happened. A unilateral announcement is
7 made by the administration or project management

Without listening to people’s responses. The information
being shared belongs only to external professionals.
6
5
4
3
2
1
8 Participation in information giving

People participate by answering questions posed by
extractive researchers using questionnaire surveys or
7 similar approaches. People do not have the opportunity

to influence proceedings, as the findings of the research
are neither shared nor checked for accuracy.
6
5
4
3
2
1
8
Participation by consultation
People participate by being consulted, and external
people listen to views. These external professionals define
problems and solutions, and may modify these in the
7 light of the people’s responses. Such a consultative

process does not concede any share in decision-making,
and professionals are under no obligation to take on
board people’s views
6
5
4
3
2
1
Participation for material incentives
8 People participate by providing resources such as labour, in
return for food, cash or other material incentives. Most
on-farm research today falls in this category – farmers
7 provide the fields for demonstration but are not involved in

the experimentation or the process of learning. It is very
common to see this called participation, yet people have
6
no state in prolong activities when the incentives end.
5
4
3
2
1
8
Functional Participation
People participate by forming groups, which are
externally initiated to meet predetermined objective
s related to the project. Involvement of the
7 community is not solicited at early stages of the
project cycle but rather after major decisions have
been made. These groups tend to be dependent on
6 external initiators and facilitators, but may

eventually become self-dependent.
5
4
3
2
1
8 Interactive Participation
People participate in joint analysis, which leads to a
ction plans and the formation of new local institutio
7 ns or the strengthening of existing ones. It tends to
involve interdisciplinary methodologies that seek m
ultiple perspectives and make use of systematic and
6 structured learning process. These groups take cont

rol over local decisions, and so people have a stake
in maintaining structures or practices.
5
4
3
2
1
8 Self-Mobilisation
People participate by taking initiatives to change
systems independent of external institutions. They
7
develop contacts with external institutions for
resources and technical advice they need, but
retain control over how resources are used. Such
self-initiated mobilisation and collective action may
6 or may not challenge existing inequitable
distributions of wealth and power.
5
4
3
2
1
8 Catalysing Change
An eighth level of participation may be added to
7
these typology, vis. the involvement and stakes of
community members in influencing others in the
environment to initiate change.
6
5
4
3
2
1
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1. Identify and Prioritize Needs and

Assess Resources Available
Things to consider:
 What do you need?

 What are the underserved areas, unmet
needs, or overlooked groups or
individuals in your community?
Extension Project
Which staff and what program resources do

you have to implement an outreach activity?
 Personnel, funding, materials, equi

pment, etc.
Extension Project
Community Needs Assessment
 Community Profiling
 Ocular Visits/Survey
 Needs Survey
 Focused Group Discussion

Extension Project
2. Identify Your Beneficiaries
Things to consider
 Whom do you want to reach?

Extension Project
3. Define Goals and Objectives

Things to consider:
 What is it you would like your beneficiaries

to do once they have heard your message?
 What do you hope to achieve with your

outreach activities?
 Who will do what, how, where, and by

when?
Extension Project
Elements of a SMARTER objective/s

 SPECIFIC: to avoid differing interpretation
 MEASURABLE: to allow for monitoring and
evaluation
 APPROPRIATE: attuned to problems, goals
and strategies
 REALISTIC: achievable, challenging and
meaningful
 TIME BOUND: with specific time period
 EXPANDABLE: can be extended, replicated
 REWARDING: should give satisfaction
Extension Project
4. Identify Outreach Strategies

(What and How)
Things to consider:
 What outreach methods and tools will you
use?
 Will outreach be one-time, short-term, or
ongoing or a combination?
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5. Identify Where You Will Go
Things to consider:
 Where will it be most effective to reach

my target beneficiaries?
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6. Identify Who
Things to consider:
 What staff will be implementing the

outreach activity?
7. Identify Your Target Date (By When)
Things to consider:
 What is the timeline for completing the

outreach activity?
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8. Evaluation
Before you implement your plan, identify who
will evaluate it.
Things to consider:
 How will you know if your plan is working?
 What baseline information will you obtain
before implementation?
 What outcomes will you be measuring?
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9. Implement
Things to consider:
 Put your plan in action! Monitor to make

sure it is going as planned.
 Make adjustments if needed and keep on

going notes.
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From Inform to Inspire:

A Framework for Communication
and Engagement
INVOLVE
INSPIRE
INQUIRE
INFORM
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The Fab Four:

Most important things for a change
agent to do
 Connect people
 Develop leadership
 Inspire confidence
 Create and maintain a culture of learning
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What is Outcome measurement

evaluation?
 Is a continual and systematic process of

assessing the value or potential value of
programs to guide decision-making for the
program’s/projects future and sustainability
 Is an essential indicator of how programs an

d projects should be sustained.
Extension Project
Process vs. Outcome Evaluation

Process Evaluation Outcome Evaluation
 Resources  Measures of change
 Activities in
 Units produced  Individuals
 Did they do what  Institutions
they said they  Communities
would do?  Did they change
what they said they
would change?
Extension Project
Why evaluate?
 Planning purposes
 Analysis of program effectiveness or quality
 Direct decision-making
 Maintain accountability
 Project impact assessment
 Project impact and sustenance
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When to evaluate?
 The timing of program/project evaluation:

 Project/program design stage
 Project start-up stage
 In-progress of formative evaluation
 Program wrap-up or summative evaluation
 Follow –up studies and feed –back
 Continues sustenance
Extension Project
When we evaluate a project/program
 We examine the context of the project/program

 Study its goals and objectives
 Collect information about a project’s /
program’s input, outcome and impact
 Compare findings to some pre-set standards or
mandates
 Make a value judgment about the project
 Report findings to stakeholders
Extension Project
Types of outcome evaluation

Formative or process evaluation:
Focus on information for program/project impr
ovement, modification, management and sust
enance
Summative or impact evaluation
Focus on determining program/project results
and effectiveness (merit and worth)
Serves the purpose of making major decision
s about program – continuation, expansion, re
duction, and funding.
Using the Logic model as road map
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Evaluators Credibility
 Competence:
 Knowledge of the program/project
 Evaluation expertise
 Data analysis and interpretation skills
 Report writing and presentation skills
 Personal Style:
 Communication skills
 Strong interpersonal skills
 Ability to nurture trust and rapport
 Sensitivity in reporting
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Logic Model
 Identifies both process and outcome portions

of your program
 Shows relationship of your program inputs to
the expected results or outcomes
 Helps you identify the major questions you
want the evaluation to answer
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Logic Model
 Provides a graphic summary of how

program parts relate to the whole
 Makes explicit the underlying theory of a
program
 Identifies categories to measure in the
program evaluation
 Sets timelines and benchmarks
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Developing a Program Evaluation

Logic Model
Process Outcome
Resources Activities Outputs Outcomes Goals

Extension Project
Resources
 Program ingredients
 Funds
 Staff
 Community support
 Participants
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Activities
 Method used to accomplish program

goals
 Classes
 Counseling
 Training
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Outputs
 Units produced by a program

 Number and type of clients served
 Number of policies developed
 Number of events planned
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Outcomes
 Short term and immediate indicators of

progress towards a goal
 Collaborative partnerships
 Improved family functioning
 Improved school performance
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Goals
 Long term desired program effects

 Resilient community
 Economic self-sufficiency
 Violence prevention
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Sample Program Evaluation Logic Model

Program Name: School and Community
Violence Prevention Project
Process Outcome
Resources Activities Outputs Outcomes Goals

Extension Project
Sample Resources
 Staff
 Violence prevention curriculum
 Case management services
 Partnerships
 University
 Counseling centers
 Sheriff’s department
 School district
 Participants
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Sample Activities
Commission Funded
 Delivery of violence prevention curriculum

in the schools
 Intensive violence prevention groups to
high-risk youth
 Intensive outreach services to families with
high-risk youth
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Sample Activities
Concurrent Activities
 DARE (Drug Abuse Resistance Education)

 Family Empowerment Project services to f
amilies
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Sample Outputs
 4-6 hours of violence prevention education

for 1,890 students
 480 students receive intensive prevention
training in 10-week groups of 6-10 students
each
 185 at risk families receive intensive
outreach services
 60 at risk families receive Family
Empowerment Project services
Extension Project
Sample Outcomes
 Improvement in healthy peer social
communication
 Reduction of violent behaviors in school
climate
 Increase in healthy behavior patterns in
handling stress
 Improved school-related behaviors
 Increase in family support
 Consumer satisfaction
Extension Project
Sample Goals
Violence prevention
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Outcomes You Can Measure
Example: Desired outcome is

improvement in par
enting skills.
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Indicators
 Clear parental expectations for child

behavior
 Use of problem-solving and communication
skills
 Increased positive parent-teacher interaction
 Increased positive family activities
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Indicators
 Use of behavior reinforcement mechanisms

 Home learning environment supportive of
school work
 Use of family interaction skills
 Reduction of conflict
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Documenting Impact of outcome evaluation

 Impact is a clear description of value of a
program/project to people and society.
Generally, these are the longer-term sustainable
benefits and impact to clients or society.
It could be:
 Increased knowledge
 Improved attitudes
 Financial gain
 Production efficiencies
 Preservation and environmental resources
 Improved condition of health care
 Improved condition of roads
 Improved condition of education
 Improved condition of water supply, etc
Extension Project
Summary/Conclusion
 Outcome elevation is a tool to assist, plan,
implement, monitor, evaluate, account and
sustain programs/projects:
 By having a road map that will assist in
implementation and sustaining projects/
programs
 To assist government ministries, departments
and agencies (MDAs) to be accountable and
effective
 To enable government measure the impact and
benefit of its projects/programs in consonance
with their agendas which are sustainable
Gob bless us all!

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IMPACT ASSESSMENT:

“The Art and Science of

The Essence of Social Responsibility

Man is born free

SOMXTIMXS, IT SXXMS TO MX THAT OUR GROUP IS

Volunteer is not Pa-Importante

The thing about ephless, though , was that he could

In other words, phriend – you may be needed but

“whatever you do to the

As the emerging trend in the HEI’s is

The word “community” is derived from the

In the present case, we define the outreach

EXTENSION SERVICES DEFINED

is an educational program and one of the

What is community extension/

Community development recognizes sources

An extension project must:

 Make use of technology or knowledge

 Make the community more empowered.

QUALITY OF LIFE is:

Training on Skills for

Ensures foundation of Peace.

What do they have in common?

Defining Community Development

Five C’s Strategy For

Development “In” vs. “Of”

Sus-tain(from Latin sustinere), hold up

“The ability of an organization to improve

Mancini and Marek’s suggest there are seven

 Do you have funding for at least 2 years?

 Do your leaders establish clear project mission

 Do your leaders identify survival strategies?

 What are your most common challenges in this

 Are your staff involve in design, evaluation

People who feel ownership of the program

Trained staff have the skills necessary to

Program staff interactive with your “beneficiaries”.

What challenges do you encounter with staff?

There is a saying: “Change is the only constant.”

 Do your programs end?

 Does your program assess needs and assets

 Overtime, needs and assets change. You

 Periodic assessments can reveal trends

 Does your project reflect diversity?

Demonstrated Program Impact

 Are evaluation plans developed before you

 Are evaluations conducted regularly?

Demonstrated Program Impact

 Whose role is it to plan for and conduct

1. Shared common vision.

2. Clearly defined roles.

3. Involvement in program design.

4. Involvement in program implementation.

5. Involvement in program evaluation.

6. Business and government representatives.

Demonstrated Program Impact

7 made by the administration or project management

8 Participation in information giving

7 similar approaches. People do not have the opportunity

7 light of the people’s responses. Such a consultative

7 provide the fields for demonstration but are not involved in

6 external initiators and facilitators, but may

6 structured learning process. These groups take cont