The evaluation of a program - The scope of the evaluation

This is the third in a series of articles on program evaluation. You will also find others on this site.

At this point in the process, I am assuming that you already have a mission statement and a list of goals and performance objectives (statements) for the organization in place. Otherwise, see my article, "Evaluation of a program - let's start from the beginning with your mission, goals and objectives." You got input on these documents to all parties? You have reached the consensus? It's worth the sweat (and perhaps tears) it takes to develop a good set of instructions results. You can save a lot of work in the later stages of this process.

Once all this is set, we can further determine the scope of the assessment. While the results should, ideally, be useful to all stakeholders, what is the main reason you are doing this assessment at this time? Looking to show your overall effectiveness of an accrediting agency or a potential source of funding? Are you concerned about the continuing need for the program, at least in its current form? Is there a particular component of the program suspected of not doing what I should do? You are trying to determine if the population you serve is satisfied with the program? The answers to these questions will help you determine if you need to make an overall assessment of one or more limited in scope. You may care to make a quick Internet search for more information on summative vs. formative assessments.

If you have a little 'you've done any type of program evaluation, or if the balance is required by some external entity, an evaluation may be called for. In this case, we will try to gather information on the primary indicators of your effectiveness. Depending on what the organization does, examples might include: the number of clients served, the number who have successfully completed the program, the skills that were acquired by the end of the program, or those who have demonstrated continued success a year after they have completed the program.

It could, however, need an assessment selected, another small-scale. Maybe things in general seem to be going well, but have you noticed a pattern or trend in an area you would like to learn more. This could be particularly useful to make an informed decision on how to change policies or procedures. Or, perhaps there is some component or department within your organization that is doing particularly well and would like to learn more. Knowing the sources of that success could help others to replicate these strategies elsewhere.

Once you decide the appropriate scope of your assessment, take a moment to ask yourself some questions pragmatic. How can we imagine that at present this assessment, what information you need and you do not have the means to achieve it? Who needs to be involved in order to get the information you seek? You can count on their cooperation? How much time or as a radical change in their day to day activities will be needed? Keep things in perspective. It is not what the process of evaluating the program to strangle any good job getting the program.

If you feel like this article has raised more questions than answers, then I succeeded. The issues raised here are important in front of all the work to be done if there is no possibility that the findings will be useful. You have to know where you're going if you have any hope of reaching the correct destination. This does not mean that you always have the answer you had hoped, but at least it will not end the process of feeling like you asked a question, but got an answer to another.

As always, these articles are not intended to replace the need for professional advice, but to allow them to be more aware of the process of how you work with your advisor.

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