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Using Client-Centered Feedback to Assist in the Process of Evaluator-Centered Meta-Evaluation
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| Presenter(s):
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| Rebecca Eddy, Cobblestone Applied Research & Evaluation Inc, rebecca.eddy@cobblestoneeval.com
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| Namrata Mahajan, Cobblestone Applied Research & Evaluation Inc, namrata.mahajan@cobblestoneeval.com
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| Todd Ruitman, Cobblestone Applied Research & Evaluation Inc, todd.ruitman@cobblestoneeval.com
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| Abstract:
Given that the evaluation profession in the United States continues to be largely unregulated, it is important for evaluators to produce evidence of conducting high-quality work in the field. It is of primary importance that we have our own work evaluated to satisfy clients' needs but also to maintain integrity in the profession. Reineke and Welch (1986) emphasize that meta-evaluation has two functions: 1) help evaluators improve their practice (evaluator-centered); 2) help clients make better use of evaluation information (client-centered). Using criteria established in Scriven's revised Meta-Evaluation Checklist (2011), we embarked on our own study of an evaluator-centered meta-evaluation process for the primary purpose of improving our own practice. Clients served as participants and were asked to provide feedback on their evaluation/ research experience including communication, study process, reporting, etc. We will discuss the importance of systematically evaluating one's own work using the client perspective as one source of data.
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Overcoming Objections to Evaluation: It is No Longer a Luxury
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| Presenter(s):
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| Sheri Jones, Measurement Resources, scjones@measurementresourcesco.com
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| Abstract:
Increasing the evaluation capacity of mission-driven organizations has become a popular topic among academics and practitioners. Yet, many organizations are hesitant to invest in evaluation because they lack the time, money, or staff expertise. This presentation provides background information on using evaluation results to create measurement cultures and examples of how these efforts help overcome barriers to evaluation in mission-driven organizations. Next, it presents results of a preliminary study examining the extent government and nonprofit organizations are implementing these measurement cultures. The significant relationships between measurement culture strength and organizational outcomes such as revenues, organization efficiencies, internal and external relations, and successful organizational change will be presented. Specifically, results indicate that organizations with stronger measurement culture are 60 percent more likely to report experiencing positive organizational outcomes. Discussion will focus on the implication of these results for internal and external evaluators as well as the need for more in-depth research.
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