Evaluation 101
Laura Pejsa
Goff Pejsa & Associates
MESI 2014
ObjectivesGain a greater understanding of evaluation and
evaluative thinking
Learn about some practical approaches & get familiar with some tools to use
Have an opportunity to apply your learning directly to a
real world case
Session Outline• Introductions / Intro to the day
• Grounding definitions & terms
• Understanding “programs” (purpose & logic)
• Evaluative thinking and the evaluation process
• Strategies for making evaluation desirable & usable
• Debrief, questions, & close
Metaphors: Your Ideas about Evaluation
• Think of one object that represents your ideas and/or feelings about evaluation• Prepare to explain your choice• Share your with the person sitting next to
you and notice common themes• Prepare to share your common themes with
the group.
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E-VALU-ation
"Value" is the root word of evaluation
Evaluation involves making value judgments, according to many in the field
Traditional definition: Michael Scriven
(from Michael Scriven, 1967, and the earlier Program Evaluation
Standards) "The systematic
determination of
the merit, worth (or value)
of an object”6
Important concepts in this definition
• SYSTEMATIC means that evaluators use explicit rules and procedures to make determinations
•MERIT is the absolute or intrinsic value of an object
•WORTH is the relative or extrinsic value of an object in a given context
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An Alternative Definition: Michael Quinn Patton
Systematic collection of information about the activities, characteristics, and results of programs to (1) to make judgments about the program, (2) improve or further develop program effectiveness, (3) inform decisions, and/or (4) increase understanding.
Done for and with specific intended primary users for specific, intended uses.
Commonalities among definitions
• Evaluation is a systematic process• Evaluation involves collecting data• Evaluation is a process for enhancing knowledge
and decision making• Evaluation use is implicit or explicit
Russ-Eft & Preskill (2009, p. 4)
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Discussion: Why Do Evaluation?• What are the things we might gain from engaging in
evaluation/an evaluative process?
• Why is it in our interest to do it?
• Why is it in the interest of the people we serve to do it?
• What are the benefits?
From the textbooks… evaluation purposes
• Accreditation• Accountability• Goal attainment• Consumer
protection• Needs
assessment
• Object improvement• Understanding
or support• Social change• Decision making
One basic distinction… Internal vs. External
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INTERNAL evaluation
Conducted by program employees
Plus side: Knowledge of program
Minus side: Potential bias and influence
EXTERNAL evaluation
•Conducted by outsiders,
often for a fee
• Plus side: Less visible bias
•Minus side: Outsiders have to gain entrée; have less first-hand knowledge of the program 13
Scriven's classic terms
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FORMATIVE evaluation
Conducted during the development or delivery of a programFeedback for program improvement
SUMMATIVE evaluation
• Typically done at the end of a
project or project period
•Often done for other users or for accountability purposes
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Scriven's classic terms
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DEVELOPMENTAL evaluation
•Help develop a program or intervention•Evaluators part of the program design team•Use systematically collected data
A new(er) term from Patton
What is the evaluation process?
Every evaluation shares similar procedures
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Patton’s Basics of Evaluation:
•What?•So what?•Now what?
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General Phases of evaluation planningPhase Phase Name Question
I Object description
What are we evaluating?
II Context analysis
1. Why are we doing an evaluation?
2. What do we hope to learn?
III Evaluation plan
How will weHow will we conduct the study?conduct the study?
What?
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•Words?
•Pictures?
The key is understanding…
“We build the road, and the road builds us.” -Sri Lankan saying
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A word about logic models and theories of change…
one way to understand a program.
Simplest form of a logic model
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INPUTS OUTPUTS OUTCOMES
Results-oriented planning
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A bit more detail. . .
INPUTS OUTPUTS OUTCOMES
Program investments
Activities Partici-pation
Short Medium
What we
invest
What we do
Who we
reach
What results?
SO WHAT?
What is the VALUE?
Long-term
A simplistic example…
Inputs: Outputs OUTCOMES
Short
What does a logic model look like?
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Regardless of format, what do logic models and theories of change have in
common?
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They show activities linked to outcomesThey show relationships/connections that make sense (are logical). Arrows are used to show the connections (the “if-then” relationships)They are (hopefully) understandableThey do not and cannot explain everything about a program!
The Case
The Case: Logic and/or TheoryDraw a Picture…
•Inputs (what goes in to the program to make it possible?)
•Outputs (Activities: what do they do? Participation: counts)
•Outcomes (what do they think will happen?)
• Short, medium, and long term
What can we evaluate?
•Context• Input(s)•Process(es)•Product(s)
Daniel Stufflebeam
The basic inquiry tasks (BIT)
1. Framing questions
2. Determining an appropriate design
3. Identifying a sample
4. Collecting data
5. Analyzing data and presenting results
6. Interpreting results
7. “Reporting”
Back to the Case: What are our questions?Evaluation Question
#1
#2
#3
Back to the Case: What do we need to know, and where can we find it?Evaluation Question
Information Needed
Information Source
#1
#2
#3
Possible ways to collect dataQuantitative:
o Surveyso Participant
Assessmentso Cost-benefit
Analysiso Statistical Analysis
of existing program data
o Some kinds of record and document review
Qualitative:
o Focus Groupso Interviewso Observationso Appreciative
inquiryo Some kinds of
record and document review
What are the best methods for your evaluation?It all goes back to your question(s)…
• Some data collection methods are better than others at answering your questions
• Some tools are more appropriate for the audience you need to collect information from or report findings to
• Each method of collecting data has its advantages and disadvantages (e.g., cost, availability of information, expertise required)
Back to the Case: How will we find out?Evaluation Question
Information Needed
Information Source
Methods
#1
#2
#3
Reminder: Importance of Context
Desire & Use
• How do we make this process palatable, even desirable?
• What can we do to make information USE more likely?
• Ways of sharing and reporting
Debrief & Questions
• What are the most important take-aways from today’s session?
• What can you apply in your own work?
• What questions remain for you?