DEVELOPING AN OBSERVATION PLAN
The following are the steps in preparing a formal direct observation plan
1. Determine the focus
Given time and resource constraints, direct observation has to be selective, looking at a few
activities, events, or phenomena that are central to the evaluation questions. The team should
narrow its focus to one or two areas likely to generate the most useful information and insights.
2. Develop observation forms
The observation forms should list the items to be observed and provide spaces to record
observations. While these forms are similar to survey questionnaires or interview guides, evaluators
record their own observations, not respondents’ answers.
Observation forms help standardise the observation process and ensure coverage of all important
items. They also facilitate better aggregation of data gathered from various sites or by various
investigators.
Observers who are not experienced and know little about the subject of the project will have to be
trained so they will agree about what they see and record their observations correctly.
“On-the-spot” checklists can be used to record the presence, absence, or frequency of a few
behaviours as they occur, as well as check the duration of an activity.
Coded behaviour records can be used to record behaviours in detail as they occur within a given
time period. This is the most difficult observation method to use well. This technique permits the
evaluator to record not only what events occurred and how many times they occurred, but also the
sequence in which the events took place. Assignment of symbols or codes to behaviours being
observed is essential for coded behavioural records.
Delayed reports are a commonly used observation tool. One characteristic that distinguishes them
from the two previous instruments is that they are filled in after an observation period has passed.
The evaluator may choose to prepare a delayed report in order to avoid influencing the behaviour of
the people being observed.
3. Select the sites
Decide where the observations will be carried out and whether they will be based on one or more
sites. Unless justified, a single-site observation should be avoided; situations that the evaluation
team assumes to be typical or unique may not be. As a rule, several sites are necessary to obtain a
reasonable understanding of a situation.
The evaluator develops criteria for selecting sites, then relies on the judgement of knowledgeable
people. Consulting more than one expert reduces individual bias in selection. Sites can also be
selected based on data from performance monitoring.
4. Choose observers
In the interest of reliability and credibility, it is best to use more than one individual as an observer. If
objectivity is important, the observers should not be staff members nor should they profit or suffer
from the evaluation results.
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5. Train observers and pre-test the instrument
The evaluator should explain to the observers what is meant by formal observation and describe the
behaviours that they will be observing. It is important to train the observers in the definitions that will
describe the behaviours and events that they will be watching. If a coded behaviour record will be
used, the observers should be trained to use the code quickly and accurately.
6. Decide on the best timing and duration
Timing is critical in direct observation, especially when events are to be observed as they occur.
Inappropriate timing can distort findings.
7. Inform project staff and participants that observations will be conducted
It may be best to introduce the observers to project staff and participants before observers begin. It
may also help to indicate that a person in authority for the project has sanctioned the observations.
However, it is not a good idea to inform project staff and participants about the exact time and place
when the observers will arrive. This will help to prevent project staff from biasing the observations.
8. Conduct observations
Make sure the observers carry out the observations as planned. Before embarking on direct
observation, a certain level of rapport should be established with the people, community, or
organisation to be observed. Keep track of problems and inconsistencies between observers so that
all errors, discrepancies, or unexpected problems can be corrected before the next round of
observations. If no future observations are planned, these errors should be discussed in the
evaluation report.
9. Interpret and report the events or behaviours observed and recorded
Data from a checklist or questionnaire must be transferred from individual forms to a data summary
sheet. Data from coded behaviour records can be tallied using symbols and symbol sequences.
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