Disciplinary roots and branches of evaluation: Some lessons from agricultural research

Since its origins in North America in the 1960s, the field of program evaluation has grown considerably, and its concerns have broadened from accountability to program improvement, decision support, and institutional learning. Program evaluation is now commonly practiced in governmental organizations not only in North America but also in many countries of Western Europe and Oceania. Although program evaluation is a relatively new field with many controversies and lively debates, a unifying body of evaluation theory, methods, and standards is gradually emerging. Evaluation has recently been described as a “transdiscipline,” as are statistics and measurement. This article is based largely on my personal experiences working in agricultural research organizations in developing regions. Here, a number of different types of evaluation are carried out, but program evaluation as defined by Patton (1997) and as practiced by social scientists to assess public programs is largely unknown. Distinct branches of agricultural research evaluation can be identified, with disciplinary roots in the natural sciences and in agricultural economics. The most rigorous agricultural research evaluations are economic studies. Systematic internal evaluation is notably lacking. Current pressures to improve performance, transparency, and accountability are creating demands for more systematic evaluation, and many program evaluation concepts and methods would seem to be of value in agricultural research organizations. However, in the current scenario of declining funding for agricultural research, managers are yet to be convinced to expand their evaluation activities and explore unfamiliar paradigms and methods. Moreover, they are not yet convinced that social-science-based program evaluation would produce useful results. Natural scientists and economists tend to view program evaluation as “soft-science” or no science at all. Douglas Horton works at the International Service for National Agricultural Research (ISNAR) in The Netherlands. Since joining ISNAR in early 1990, he has done research, training, and advisory work on agricultural research management, with an emphasis on evaluation. Previously, for fifteen years, Horton was head of the social science department of the International Potato Center (CIP) in Peru. With colleagues at CIP and in national agricultural research organizations, he documented patterns and trends in world potato production and use, engaged in participatory technology development and assessed the impact of CIP programs. Horton received B.S. and M.S. degrees in agricultural economics from the University of Illinois, and a Ph.D. in economics from Cornell University. While at Cornell, Horton worked with W.F. Whyte, pioneer in the fields of participant observation and participatory action research.