Basic Impact Assessment At Project Level Page 24
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State the key research questions. These should be guided by the intended use of
the information that is to be gathered, and limited to those which it is most
important to address
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Identify the key partners in the IA process and the stakeholders to be included in
the sample – this will affect methodology.
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Determine the method or mix of methods envisaged for the IA. The choice of
methods should be based on the objectives of the impact assessment, the key
research questions, the availability of resources (time, money and people) and the
degree of generalisation and precision required. Involving project staff in the design
process is very important for improving the credibility and ultimate usefulness of an
IA. Their knowledge of the programme and the context can be invaluable in
informing many aspects of the research design.
Checklist:
• Are the methods proposed consistent with the time and resources
available for the impact assessment?
• Will the methods provide the type and quality of impact assessment
required by the stakeholders ?
• Have specific questions or hypotheses relating to each impact
assessment indicator been generated during the inception stage of the
impact assessment ?
• Will the methods to be used by the impact assessors provide valid and
reliable information which will allow these questions to be answered ?
• Are the methods to be used clearly described in the proposal and
inception report ?
5 Expected Outcome and Deliverables
The general outcome should be described. Against each of the tasks and activities set out
under the scope of work there should be a corresponding output. It is important that
consultation of the draft report with stakeholders is included, to assist in developing
ownership of the findings. Not all stakeholders will necessarily agree with the findings; this
should be reflected in the report. Dissemination of the report should also be included as a
key outcome.
There will be occasions when the partner organisation feels the outcome of the IA is not a
fair reflection of their achievements or did not take into account some special
circumstances. This can be a source of tension, even conflict. It is most likely to happen
when the project staff and management feel their views were not taken into account in
determining indicators and criteria for assessment, and confirms the need to engage them
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in design of the IA strategy from the start.
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DFID’s Centre for Social Dimensions of Business Practice is developing guidelines for dealing with dissent
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