How to Evaluate - York Consulting

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Oldham and Rochdale HMREvaluation Techniques “How to Evaluate”someone who has links into, or is actively involved in the Steering Group.They will be able to keep both the consultants/projects informed andalso provide a link back into the Steering Group. This person can beviewed as an independent advisor to both the strategic and operationalindividuals involved, and if used effectively can help generate positiveand effective communication between strategic personnel, projects and ifappropriate consultants.Internal steering group – this is likely to consist of project manager,strategy team representative and a senior manager. This will generallybe a small team of people but because of the positions they hold thegroup ensures that decisions are more broadly based. A record shouldbe made of meetings although these do not have to be formal minutes.External steering group – this is likely to take place in larger partnershipprojects and in addition to those mentioned above may include externalstakeholders such as local authorities, project managers, agencies with astrategic or operational involvement and voluntary organisations etc.2.34 Effective management of the evaluation process is about communication,awareness and ownership as detailed in Table 2.6. These are threeelements of evaluation management that can help the entire process to runmore smoothly and enable evaluation to have a real impact for both funders,in implementing learning and development, and projects in understandingthe impact their work can have on individuals and communities.Table 2.6 Communication, Awareness and Ownership communicate results, especially of formative (real-time) evaluation toensure ongoing learning; involvement of staff and other stakeholders provides a number ofadvantages:- positive PR;- improved communication and co-operation;- greater ownership of results; and23
Oldham and Rochdale HMREvaluation Techniques “How to Evaluate”- avoidance of a ‘blame culture’.Step 4: Collecting Evidence“Avoid information overload”2.35 All evaluation requires the generation and collection of evidence. This is thepart of the process where it is very easy to become overwhelmed in thepursuit of any and all types of information that might be relevant. Step 4builds on the processes you will have undertaken earlier in the developmentof the evaluation. We have outlined some key ideas about how to collectevidence and the different approaches used to do this.2.36 It is good practice to establish a monitoring and evaluation framework foryour project early at the project development/appraisal stage. A monitoringand evaluation framework will detail what outputs, outcomes, milestonesand data is to be collected, when is to be collected and by what evaluationmethod – e.g. primary research through telephone surveys with participants.In doing this the evaluation will be focused in on the data you wish to collect– for example the Cohesion Counts evaluation activity was focussed on theoverarching objectives which underpinned the projects.2.37 Data or information relating to the project falls into two generic categories –primary and secondary data.Primary data effectively has to be created and generated throughsurveys and consultation; for example the mood boards andquestionnaires used within the Cohesion Counts evaluation activity. Secondary data, or desk research, already exists in published reports, ,borough, area or national wide surveys, studies and databases, forexample the supporting information received for the Limeside andClarkwell Linking Communities project and the Philosophy for24
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How to Evaluate - York Consulting

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