Transforming Knowledge into Change

Managing Evaluation: Responding to Common Problems With a 10-Step Process

There is now a clear choice of frameworks for managing program evaluation—the managing of one or more studies or the managing of an evaluation capacity building structure and process. This is a distinction with a difference, and this article conceptualizes that difference and shows how the two frameworks understand three problems common to program evaluation: (a) lack of systematic integration within a larger program improvement process, (b) difficulty in finding an appropriate evaluator, and (c) lack of appropriate conceptualization prior to the inception of the evaluation study. Two practice-based approaches to these problems are presented and interpreted using the two frameworks. These frameworks show clear distinctions and differences between the two managerial approaches.

These are practice-tested approaches developed over 30 years of doing and managing evaluations in an evaluation unit in the United States, where there are seemingly clear differences with Canada in at least the public sector and in practices around stakeholder participation in relation to use practices. Our experience shows that program managers and managers of program evaluation services have clear choices in how they manage program evaluation in the public and nonprofit sectors across public health and other human services, and these choices have implications for organizational development, managing an evaluation unit, and interorganizational relations.


Bibliographic Details
Author Donald Compton, Michael Baizerman, & Ross VeLure Roholt
Publisher The Canadian Journal of Program Evaluation
Publication Date January 1, 2011
Publication City
Publication Work
Resource Type
Resource Focus
Submitted to Point K November 19, 2012 - 3:44pm


pdf icon Managing_Evaluation.pdf
743.47 KB
Get Adobe Reader
Login to review this resource