The author will propose an internal evaluator for a functional literacy program. The structure of the essay will start by defining programme evaluation and the background of evaluation, and then give advantages and disadvantages of using external or internal evaluator in an evaluation. This essay will then propose one evaluator for a functional literacy program and give reasons for choosing such an evaluator.
Code, enter, and clean data Analyze data Establish and oversee procedures ensuring confidentiality during all phases of the evaluation.
Write interim quarterly, biannual, yearly evaluation reports and the final evaluation report. Attend project staff meetings, advisory board or interagency coordinating committee meetings, and grantee meetings sponsored by funding the agency.
This may involve alerting evaluators to sensitive situations for example, the need to report suspected child abuse they may encounter during the course of their evaluation activities. Provide feedback to the evaluator on whether instruments are appropriate for the target population and provide input during the evaluation plan phase.
Specify information the evaluator should include in the report. Assist in interpreting evaluation findings. Provide information to all staff about the evaluation process. Monitor the evaluation contract and completion of work products such as reports.
Ensure that program staff is fulfilling their responsibilities such as data collection. Supervise in-house evaluation activities, such as completion of data collection instruments and data entry.
Below is an example of division evaluation responsibilities successfully utilized by an outreach program: Responsibilities of the Evaluation Contractor Designing the evaluation process and writing up the evaluation plan Developing the evaluation instruments and forms Designing the database used for tracking ongoing information Analyzing the information collected Compiling the information into yearly reports Possibly continuing to support the staff to maintain and further develop the tracking system after the evaluation is completed Responsibilities of the Program Staff Printing, tracking, and administrating surveys and staff evaluation forms Entering the survey and staff evaluation data into the tracking system Entering student and staff information into the tracking system Providing the data for analysis and reporting to the evaluation contractor The contract spells out the division of evaluation responsibilities between the evaluator and the program staff and the level of contact between the two.
Some program managers have found that outside evaluators, after they are hired, delegate many of their responsibilities to less experienced staff and have little contact with the program managers or the staff. To some extent, a contract can protect your program from this type of situation.
The following are some of the questions that should be discussed and clarified when negotiating a contract with evaluators. Modified questions by Stake, R. What resources are available for the conduct of this study?
What cost estimates can be made e.
What is the work history and working style of the prospective evaluators? Do they have a portfolio of reports and artifacts from completed studies? Why would the evaluators be interested in doing this study? What is in it for them?
What will be the primary sources of data? What arrangements would be necessary to gain access to these sources? Are rules of access needed? During the course of the evaluation study, where and how would the data be kept?
What would be the rules of access to these data?Selecting an External Evaluator. Having an experienced External Evaluator on your team can bring specialized knowledge ability, objectivity, credibility, accuracy, and perspective to your tobacco control program’s evaluation process and findings.
Hiring an External Evaluator early in the project is critical. Do not hesitate to request information and demonstrate your interest in learning and understanding the means, the requirements and the mechanisms that the funder utilizes when hiring or selecting an external evaluator.
The information in this guide is for individuals who are able to select and work with an external evaluator at the proposal stage. However, some institutions prohibit selecting an evaluator on a noncompetitive basis in advance of an award being made. Conley-Tylor—Internal or external evaluation?
3 Evaluation Journal of Australasia, Vol.
Do not hesitate to request information and demonstrate your interest in learning and understanding the means, the requirements and the mechanisms that the funder utilizes when hiring or selecting an external evaluator. Selecting an External Evaluator. Having an experienced External Evaluator on your team can bring specialized knowledge ability, objectivity, credibility, accuracy, and perspective to . Relying on Internal Evaluators and Working with an External Consultant – An internal evaluator serves as the team leader and is supported by program staff and an outside consultant. Relying on Internal Evaluators – An in-house evaluator serves as the team leader and is supported by program staff.
4 (new series), Nos. 1 & 2, March/April , pp. 3–11 an external evaluator as well as two internal evaluations. She has a and negatives of selecting between ‘employees’ or ‘contractors’ (p.
5). The discussion of. Evaluator Qualifications and Independence Overview in your evaluation plan. Evaluator Qualifications When selecting an external evaluator, focus on the program evaluator and the evaluator’s background and qualifications. What. This practice guide is a simple, straightforward resource for grantmaking program officers interested in using external consultants for program evaluations.
Today’s foundations are utilizing external evaluators for three main reasons: 1) to analyze program results and resource utilization; 2) to.