NCJ Number
45816
Date Published
1977
Length
17 pages
Annotation
FOCUSING ON THE METHODOLOGY USED TO DETERMINE EVALUATION TARGETS AND ON QUESTIONS OF WHY EVALUATIONS SOMETIMES FAIL, THIS REPORT SUGGESTS WAYS TO CONDUCT A TIMELY, AUDIENCE-CONSCIOUS EVALUATION.
Abstract
EVALUATIONS HAVE ONE GOAL -- THE ACCURATE AND TIMELY DETERMINATION OF A PROGRAM OR PROJECT'S RELATIVE SUCCESS OR EXPECTED RESULTS. AN EVALUATION DOES NOT, BY DESIGN, HAVE A DIRECT IMPACT ON THE PROGRAM OR PROJECT CONSIDERED. AN EVALUATION SERVES AS A SOURCE OF INFORMATION AND RECOMMENDATIONS FOR THE DECISIONMAKERS WHO MUST ULTIMATELY AFFECT A PROJECT'S FUTURE OR A PROGRAM'S ACCEPTANCE. A PROPERLY CONDUCTED, ACCURATELY RENDERED EVALUATION CANNOT BE BLAMED FOR THE TERMINATION OF GOOD PROJECTS OR THE CONTINUATION OF POOR ONES. THESE ARE MANAGERIAL OR LEGISLATIVE DECISIONS. BUT A MISMANAGED, INACCURATE EVALUATION CAN CAUSE THE CANCELATION OF GOOD PROGRAMS AND THE CONTINUED FUNDING OF ILL-CONCEIVED PROJECTS. EVALUATIONS FAIL WHEN: THEY ARE COMPLETED AFTER PERTINENT DECISIONS HAVE BEEN MADE; MAYORS, COUNTY COMMISSIONERS, AND LEGISLATORS LACK CONFIDENCE IN THEM; DATA REQUISITE TO THE DECISIONMAKING PROCESS IS EXCLUDED; OR INFORMATION INCLUDED IN THE EVALUATION IS MISUNDERSTOOD. AN EVALUATION MAY BE WELL PLANNED AND DEVELOPED, HAVE INVOLVED CONSIDERABLE EFFORT, AND HAVE REACHED VALUABLE CONCLUSIONS, YET IF IT IS COMPLETED AFTER A NEW GRANT HAS BEEN MADE, OR AFTER THE PROJECT HAS GONE ON FOR SOME TIME, THEN THE EVALUATION IS A NEAR-WORTHLESS EFFORT. DECISIONS MUST BE MADE AT SPECIFIC TIMES; ACCURATE, TIMELY EVALUATIONS AID MANAGEMENT IN DEALING WITH CHOICES QUICKLY AND FOR THE PUBLIC GOOD. MANY INFERIOR EVALUATIONS HAVE BEEN PRODUCED, AND MANAGEMENT TENDS TO REMEMBER THE POOR ONES FAR LONGER THAN EVEN THE BEST EVALUATIONS. THE QUALITY OF AN EVALUATION'S METHODOLOGY AND DATA CAN HAVE CONSIDERABLE IMPACT ON THE EVENTUAL ACCEPTANCE OF ITS RECOMMENDATIONS AND ON THE CONFIDENCE WITH WHICH FUTURE EVALUATIONS ARE COMMISSIONED AND RECEIVED. TAILORING THE LANGUAGE AND LENGTH OF THE REPORT TO THE NEEDS OF A PARTICULAR AUDIENCE IS CRUCIAL. WHEN DEALING WITH LEGISLATORS, AN EASILY REFERENCED SUMMARY OF THE EVALUATION'S RESULTS SHOULD ACCOMPANY LENGTHY RECOMMENDATIONS AND STATISTICAL DATA. TO WRITE A SUCCESSFUL EVALUATION, ONE MUST DECIDE WHY IT IS BEING WRITTEN AND FOR WHOM. OFTEN A SINGLE EVALUATION IS INADEQUATE FOR THE PURPOSES OF THE PROJECT DIRECTOR, THE PLANNER, AND THE LEGISLATIVE PERSONALITIES INVOLVED. MOST EVALUATIONS ADDRESS ISSUES IMPORTANT TO THE PLANNERS AND PROJECT MANAGERS, BUT IF A CONFLICT OF AUDIENCE ARISES, IT IS BEST RESOLVED IN FAVOR OF THE LEGISLATIVE FACTOR -- THE DECISIONMAKING IN CONTROL OF FUNDING.