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.
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Author | Donald Compton, Michael Baizerman, & Ross VeLure Roholt |
Publisher | The Canadian Journal of Program Evaluation |
Publication Date | January 1, 2011 |
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Submitted to Point K | November 19, 2012 - 3:44pm |