Four Cornerstones of Assessing Evaluation Needs

Four Cornerstones of Assessing Evaluation Needs
David S. Robinson, Ed.D.
October 1, 2006

Beginning Evaluators are often unsure about how to begin to assess an organization and determine evaluation needs. This is especially true when the student of evaluation is inside the organization - an employee of the organization that is the subject of an evaluation initiative. So what are the four keys to beginning an assessment of an organization and its evaluation needs? Here are my suggestions.

1. Be positive and confident that there are relevant articles, web sites, reports and digital information available and accessible out there to begin to explore the major mission of the organization. Many students report that after an "extensive" literature search, they cannot find anything relevant to their evaluation question or issue. My experience is that this more often results from an initial skepticism or negative attitude about the topic which is fulfilled while searching. Keep an open mind and be sure to examine the biases (through self-reflection) that reduce the likelihood of finding relevant literature about the topic. Key one: be positive and confident that you will find relevant literature about the organization and its mission, programs and services, goals and objectives.

2. Pay attention to how the organization describes itself in written and published literature, or in interviews with key stakeholders. How is the organization, program or service described by administrators, board, staff and clients? Is it only positive, sticking to the bright and polished aspects of the organization, or does it include the scuff marks and challenges? Is it balanced or one-sided? Key two: Shine or scuffed - members of an organization will tell you how ready they are to evaluate their programs and services by how open they are to objective observations.

3. Pay attention to the bright and shiny aspects of the organization, program or services that members repeatedly talk and write about. These are the best places to begin, because they are the easiest to recognize and an initial evaluation will more likely meet with openness and generous sharing in areas that are commonly recognized as positive and successful. Key three: Pay attention to the low hanging fruit.

4. Review the budget and table of organization and observe the different groupings of programs and services within an organization - the different beachheads will vary as to size and scope, and these groupings should match the budget. Pay attention to these groupings because they will lead you to ask questions like: Does the allocation of resources (budgeted programs) match the organizational goals and staffing? Do some groups receive a disproportionate amount of resources? Do the groupings and staffing resources match the strategic goals and objectives? Key four: What are the different "beachheads" and "shores" of the organization? How do those beachheads compare with the resources, staffing, mission, goals and objectives?

An evaluation initiate can use the four keys to evaluation needs and find his or her way to a beginning dialogue with leaders and colleagues thereby starting an evaluation that fits the organizational profile of evaluation readiness.