DEVELOPMENT OF STAFF FOR EVALUATION (A RETROSPECTIVE VIEW) (FROM EVALUATION STUDIES REVIEW ANNUAL, VOL 4, 1979, BY LEE SECHREST ET AL - SEE NCJ-65332)

• NCJ Number: 65338
• Author(s): G L KELLING
• Date Published: 1979
• Length: 11 pages
• Corporate Author: Sage Publications, Inc
• Publication Format: Document
• Language: English
• Country: United States of America
• Note: FROM DHEW PUBLICATION N (PHS) 78-3195, P 105-114

Annotation

DEVELOPING PERSONNEL FOR EVALUATIVE RESEARCH WORK IS DISCUSSED BY A POLICE FOUNDATION STAFF MEMBER WHO HAS WORKED AS AN EVALUATOR FOR THE PAST SEVERAL YEARS.

Abstract

USE OF CONSULTANTS IS STANDARD IN EVALUATIONS AND IN EVALUATION PROPOSALS. CONSULTANTS CAN HELP THE INEXPERIENCED OR UNKNOWLEDGEABLE TO OBTAIN GRANTS, CONTRACTS, AND EXPOSURE, AND CAN PROVIDE TECHNICAL CONSULTATION ON CRITICAL POINTS OF AN EVALUATION. THEY CANNOT SUPERVISE STAFF, DEVELOP EVALUATION INSTRUMENTS, OR WRITE UP THE RESULTS. EVALUATION STAFF SHOULD HAVE HIGH ENERGY LEVELS, METHODOLOGICAL SOPHISTICATION, SKILL AT DATA HANDLING, KEEN INTELLIGENCE AND CURIOSITY, AMBITION, AND ABILITY TO USE FREEDOM AND TO WORK IN AN ALIEN ENVIRONMENT. THEY SHOULD ALSO HAVE UNDERSTANDING OF HOW ORGANIZATIONS WORK, FAMILIARITY WITH THE FIELD OF SERVICE DELIVERY, AND EXPERIENCE IN COMPLETING A PROJECT. COOPTATION IS TO BE EXPECTED, BUT USUALLY SUBSIDES SPONTANEOUSLY. MISTAKES ARE INEVITABLE. THEY SHOULD BE DISCOVERED AND REPORTED, RATHER THAN HIDDEN. SUBCONTRACTORS SHOULD BE SELECTED BY ASSESSING THE PEOPLE WHO WILL ACTUALLY DO THE WORK. YOUNG STAFF MEMBERS, IF PROPERLY SELECTED AND MANAGED, ARE LIKELY TO MAKE THE GREATEST CONTRIBUTION TO AN EVALUATION PROJECT. (CFW)