NCJ Number
125140
Journal
NarcOfficer Volume: 6 Issue: 5 Dated: (May 1990) Pages: 34-35
Date Published
1990
Length
2 pages
Annotation
This last of a four-part series on the evaluation of drug control and system improvement projects examines the decision to conduct evaluations inhouse or under contract and how to enhance the use of evaluation findings for decisionmaking.
Abstract
Developing an evaluation capability in the State office may or may not be productive, depending in part on the level of resources devoted to evaluations and the kind of expertise that is required. If a central evaluation or research capability already exists in State government, adding staff to evaluate the projects supported by the Drug Control and Justice System Improvement Grant Program may be easily accomplished. Whether or not evaluation findings are incorporated into administrative and policy decisions depends on a number of factors and efforts. There should be communication between the evaluators and the decisionmaker-client to ensure that the evaluation design and goals are relevant to the decisionmaker's interests. The evaluation should discuss the advantages and disadvantages of various options that could increase program or system effectiveness. Also, communicating the evaluation findings in terms understandable to the client increases the likelihood the client will appreciate their relevance to policymaking. Study results and recommendations should be a major focus of the report. The evaluator should identify the primary audience and tailor the presentation to that audience's interests. The evaluation's schedule should mesh with decisionmaking time frames, and the evaluator must prepare clients for challenging findings.