PLANNING YOUR EVALUATION: WHAT YOU NEED TO CONSIDER

(√) / What? / Why?
There is a well-defined project idea. / An evaluation project should only take
place when there is a clear idea as to
which program is to be the focus of the
evaluation. The programs in and out of
scope are well-defined.
The project has clear goals. / Clear goals direct the project. They are
the basis for formulating more specific
project objectives and intended results.
They establish why you are embarking
on the evaluation, what information you
want to gather, and how you are going
to use that information.
The project has the active support of
senior management and/or board
approval. / Support from senior management
and/or board ensures the allocation of
sufficient resources and staff time, and
also increases the probability that
findings will be acted on
Funder(s) are aware of the evaluation
and are invited to participate in the
planning. / It is important to know the funder’s
goals and ensure their involvement in
the evaluation as this will build
credibility in the results and increase the
assurance of findings being used.
There is staff and/or stakeholders with evaluation related interest and
expertise.
  • Evaluation
  • Planning
  • Data Analysis
  • Other
/ Assess the expertise within your
organization for planning and doing
evaluation. If your organization lacks
evaluation expertise, identify resources,
materials, and training opportunities to
gain the necessary skills. Identify team
members with particular skills relating to
evaluation, e.g., analytical skills, a keen
interest in learning and evaluation, and
those who like to work with numbers.
There are individuals within your
organization willing to lead and
manage evaluation. / Look for champions within your
organization who have a keen interest
in evaluation and are willing to invest
the necessary time and effort to engage
staff and stakeholders.
(√) / What? / Why?
Staff is aware and committed to the
evaluation. / Program staff need to feel positively
about engaging in evaluation. Your
evaluation will not be successful
without sufficient buy-in. (Please see
section on stakeholder involvement.)
Stakeholders and their level of interest in conducting an evaluation have been identified. / This is important at the beginning of an
evaluation as it ensures that important
voices are heard, and involves those
who are most likely to use the findings.
Client groups (e.g., families and youth)
are involved in various phases of the
evaluation including planning. / Wherever feasible, ensure involvement
of client groups (families, children,
and/or youth) to help identify their
priority questions, desired information,
preferred evaluation approach, and
concerns relating to the evaluation.
An evaluation budget exists for staff
time/expenses (estimate 10% of your
project budget for staff time, meetings, research and documentation). / Know how much money you have to
spend before you over-commit, and
develop a feasible evaluation plan that
does not exceed your budget.
All relevant documents have been
assembled and ready for each step in
the process (e.g., terms of reference,
project proposal, clear description of
program, other foundation documents). / Ensure that all members of the
Evaluation Team are working with the
same understanding of different
elements of the evaluation.
(√) / What? / Why?
A scan of research on related
evaluations has commenced. / A literature review of evaluations of
similar programs will help to inform
approaches, theories, and tools that
may be used in your own evaluation.
Research may also identify gaps that
could be filled by your evaluation.
There is a willingness to incorporate a
search of and adapt to best
practices/evidence-informed practices. / Investigating approaches that are
evidence-informed will help to inform
optimum delivery of your program
Any potential barriers to conducting
evaluation and possible solutions have been identified. / Barriers such as program participants’
language or cultural issues, ethical
considerations, need for information
from ‘vulnerable’ populations, need to
gather ‘sensitive’ information, ensuring
confidentiality, time investment, lack of
resources and funding.

PLANNING YOUR EVALUATION: WHAT YOU NEED TO CONSIDER -WORKSHEET

(√) / What? / Comments
There is a well-defined project idea.
The project has clear goals.
Funder(s) are aware of the evaluation
and are invited to participate in the
planning.
There is staff and/or stakeholders with evaluation related interest and
expertise.
  • Evaluation
  • Planning
  • Data Analysis
  • Other

There are individuals within your
organization willing to lead and
manage evaluation.
Staff is aware and committed to the
evaluation.
(√) / What? / Comments
Stakeholders and their level of interest in conducting an evaluation have been identified.
Client groups (e.g., families and youth) are involved in various phases of the evaluation including planning.
An evaluation budget exists for staff
time/expenses (estimate 10% of your
project budget to cover staff time,
meetings, research and
documentation).
All relevant documents have been
assembled and ready for each step in the process (e.g., terms of reference,
project proposal, clear description of
program, other foundation documents).
A scan of research on related
evaluations has commenced.
There is a willingness to incorporate a
search of and adapt to best
practices/evidence-informed practices.
Any potential barriers to conducting
evaluation and possible solutions have been identified.

Provided by: