Developing Evaluation Cultures in Human Service Organisations

Abstract

Evaluation is currently receiving significant attention in the not-for-profit sector in Australia as a changing external environment augments its role in human service organisations. These bodies typically make use of three models to carry out evaluation activities to meet funding and organisational requirements: the use of external evaluators to carry out specific projects; creating internal evaluation functions to manage evaluation needs independently; or a combination of the two. This article outlines the characteristics of an internal evaluation culture in the context of a learning organisation, and describes the increasingly common approach of evaluation capacity building. In conclusion, the relevance of utilising an organisational change process to create sustainable and valued cultural change is discussed.

Evaluation Literacy: Perspectives of Internal Evaluators in Non-Government Organizations

“…The need for evaluation literacy in non-government organizations (NGOs) is accelerating with a growing focus on demonstrable outcomes (McCoy, Rose, & Connolly, 2014). Many NGOs depend on multiple grants from insecure funding streams with short-term cycles and need to produce evidence of their performance for multiple audiences (Braverman, 2013;Lee & Nowell, 2015).…”

“…Disconnects between funders' reporting demands and internal models of practice occur as staff are predominantly focused on service delivery, improving operations and accountability to benefi ciaries (Campbell, Lambright, & Bronstein, 2012;King & Volkov, 2005;Naccarella et al, 2007). However, demonstrating ac countability for funders has become essential for NGO survival in competitive environments (Carman & Fredericks, 2010;Cousins, Goh, Elliott, & Bourgeois, 2014;McCoy, Rose, & Connolly, 2013). Increasingly, NGOs are embracing evaluation's potential as a vehicle for accountability and program improve ment (Alaimo, 2008;Moxham, 2014).…”

The Leadership Element Supporting on Evaluation Culture of Sustainable Capacity Building for Decentralization Project in Central Tapanuli District

“…Based on the description of informants above on the support of leadership to the development of SCBD Project evaluative culture, it could be understood that leadership element could be valuable in developing an evaluative [2], [3]. If the SKPD leaders show a high leadership commitment, supply data on results, and assign clear role and responsibility in managing the results.…”

“…In generalˏ there are four key steps in planning a sustainable process of change towards an organisational evaluation culture: (1) Assessing organisational readiness; (2) Creating the climate for cultural change; (3) Engaging staf; and (4) Implementing and sustaining an evaluation culture [3].…”

Knowledge Translation to Enhance Evaluation Use: A Case Example

“…Foundations, nonprofits, and nongovernmental organizations (NGOs) need to harness information from needs assessments, monitoring, evaluations, and lessons learned for both accountability and improvement (Gill, 2010;McCoy, Rose, & Connolly, 2013;Moxham, 2014). Such knowledge is becoming an increasingly important commodity within foundations in order to function efficiently and competitively (LaPaige, 2010).…”