Introduction to Evaluation Offered: Sunday, June 26, from 9: Advanced Beginner This workshop will provide an overview of program evaluation for Institute participants with some, but not extensive, prior background in program evaluation. The six steps constitute a comprehensive approach to evaluation.
Each of these stages raises different questions to be answered by the evaluator, and correspondingly different evaluation approaches are needed.
Rossi, Lipsey and Freeman suggest the following kinds of assessment, which may be appropriate at these different stages: Are the program's processes maximizing possible outcomes? Assessment of the program's outcome or impact i.
This includes identifying and diagnosing the actual problem the program is trying to address, who or what is affected by the problem, how widespread the problem is, and what are the measurable effects that are caused by the problem. For example, for a housing program aimed at mitigating homelessness, a program evaluator may want to find out how many people are homeless in a given geographic area and what their demographics are.
Rossi, Lipsey and Freeman caution against undertaking an intervention without properly assessing the need for one, because this might result in a great deal of wasted funds if the need did not exist or was misconceived.
Needs assessment involves research and regular consultation with community stakeholders and with the people that will benefit from the project before the program can be developed and implemented.
Hence it should be a bottom-up approach. In this way potential problems can be realized early because the process would have involved the community in identifying the need and thereby allowed the opportunity to identify potential barriers.
The important task of a program evaluator is thus to: First, construct a precise definition of what the problem is.
This is most effectively done by collaboratively including all possible stakeholders, i. Including buy-in early on in the process reduces potential for push-back, miscommunication, and incomplete information later on. Second, assess the extent of the problem.
Evaluators need to work out where the problem is located and how big it is. Pointing out that a problem exists is much easier than having to specify where it is located and how rife it is.
But indicating how many children it affects and where it is located geographically and socially would require knowledge about abused children, the characteristics of perpetrators and the impact of the problem throughout the political authority in question.
This can be difficult considering that child abuse is not a public behavior, also keeping in mind that estimates of the rates on private behavior are usually not possible because of factors like unreported cases.
In this case evaluators would have to use data from several sources and apply different approaches in order to estimate incidence rates. There are two more questions that need to be answered: Having identified the need and having familiarized oneself with the community evaluators should conduct a performance analysis to identify whether the proposed plan in the program will actually be able to eliminate the need.
For example, whether the job performance standards are set by an organization or whether some governmental rules need to be considered when undertaking the task.In summary, the data from this study highlight the importance that race medical directors and their teams must be aware of the prevalence of AAIM use of runners during races, the types of AAIM used, associated factors, and the potential risk of AEs in runners participating in their events.
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Before your organization starts with a program evaluation, your group should be very clear about the answers to the following questions: once data collection begins, it may be difficult or impossible to change what you are doing, even if it becomes obvious that other methods would work better.
Three types of methods are commonly.