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And finally, how can an organization make intelligent choices about which promising programs are likely to work best in their community? Over the past years, there has been a growing trend towards the better use of evaluation to understand and improve practice. The systematic use of evaluation has solved many problems and helped countless community- based organizations do what they do better. Despite an increased understanding of the need for - and the use of - evaluation, however, a basic agreed- upon framework for program evaluation has been lacking. In 1. 99. 7, scientists at the United States Centers for Disease Control and Prevention (CDC) recognized the need to develop such a framework. As a result of this, the CDC assembled an Evaluation Working Group comprised of experts in the fields of public health and evaluation. Members were asked to develop a framework that summarizes and organizes the basic elements of program evaluation. The Framework outlines an ongoing process comprising six steps. Brief 1: Overview of Policy Evaluation.This Community Tool Box section describes the framework resulting from the Working Group's efforts. Before we begin, however, we'd like to offer some definitions of terms that we will use throughout this section. By evaluation, we mean the systematic investigation of the merit, worth, or significance of an object or effort. Evaluation practice has changed dramatically during the past three decades - new methods and approaches have been developed and it is now used for increasingly diverse projects and audiences. Throughout this section, the term program is used to describe the object or effort that is being evaluated. It may apply to any action with the goal of improving outcomes for whole communities, for more specific sectors (e. HIV/AIDS). This definition is meant to be very broad. The evaluation design need not be overly complex to. Describing and Measuring Program Operations. The process evaluation must describe the way the gang. Examples of different types of programs include: Direct service interventions (e. Community mobilization efforts (e. California grapes to improve the economic well- being of farm workers)Research initiatives (e. Surveillance systems (e. Advocacy work (e. Social marketing campaigns (e. Third World encouraging mothers to breast- feed their babies to reduce infant mortality)Infrastructure building projects (e. Training programs (e. Administrative systems (e. Program evaluation - the type of evaluation discussed in this section - is an essential organizational practice for all types of community health and development work. It is a way to evaluate the specific projects and activities community groups may take part in, rather than to evaluate an entire organization or comprehensive community initiative. Stakeholders refer to those who care about the program or effort. These may include those presumed to benefit (e. Key questions in thinking about stakeholders are: Who cares? What do they care about? This section presents a framework that promotes a common understanding of program evaluation. The overall goal is to make it easier for everyone involved in community health and development work to evaluate their efforts. Why evaluate community health and development programs? The type of evaluation we talk about in this section can be closely tied to everyday program operations. Our emphasis is on practical, ongoing evaluation that involves program staff, community members, and other stakeholders, not just evaluation experts. This type of evaluation offers many advantages for community health and development professionals. For example, it complements program management by: Helping to clarify program plans. Improving communication among partners. Gathering the feedback needed to improve and be accountable for program effectiveness. It's important to remember, too, that evaluation is not a new activity for those of us working to improve our communities. In fact, we assess the merit of our work all the time when we ask questions, consult partners, make assessments based on feedback, and then use those judgments to improve our work. When the stakes are low, this type of informal evaluation might be enough. However, when the stakes are raised - when a good deal of time or money is involved, or when many people may be affected - then it may make sense for your organization to use evaluation procedures that are more formal, visible, and justifiable. How do you evaluate a specific program? Before your organization starts with a program evaluation, your group should be very clear about the answers to the following questions: What will be evaluated? What criteria will be used to judge program performance? What standards of performance on the criteria must be reached for the program to be considered successful? What evidence will indicate performance on the criteria relative to the standards? What conclusions about program performance are justified based on the available evidence? To clarify the meaning of each, let's look at some of the answers for Drive Smart, a hypothetical program begun to stop drunk driving. What will be evaluated? Drive Smart, a program focused on reducing drunk driving through public education and intervention. What criteria will be used to judge program performance? The number of community residents who are familiar with the program and its goals. The number of people who use ? Or (if no or insufficient change in behavior or outcome,)Should Drive Smart change what it is doing, or have we just not waited long enough to see results? The following framework provides an organized approach to answer these questions. A framework for program evaluation. Program evaluation offers a way to understand and improve community health and development practice using methods that are useful, feasible, proper, and accurate. The framework described below is a practical non- prescriptive tool that summarizes in a logical order the important elements of program evaluation. The framework contains two related dimensions: Steps in evaluation practice, and. Standards for . Although in practice the steps may be encountered out of order, it will usually make sense to follow them in the recommended sequence. That's because earlier steps provide the foundation for subsequent progress. Thus, decisions about how to carry out a given step should not be finalized until prior steps have been thoroughly addressed. However, these steps are meant to be adaptable, not rigid. Sensitivity to each program's unique context (for example, the program's history and organizational climate) is essential for sound evaluation. They are intended to serve as starting points around which community organizations can tailor an evaluation to best meet their needs. Engage stakeholders. Describe the program. Focus the evaluation design. Gather credible evidence. Justify conclusions. Ensure use and share lessons learned. Understanding and adhering to these basic steps will improve most evaluation efforts. The second part of the framework is a basic set of standards to assess the quality of evaluation activities. There are 3. 0 specific standards, organized into the following four groups: Utility. Feasibility. Propriety. Accuracy. These standards help answer the question, . Evaluation cannot be done in isolation. Almost everything done in community health and development work involves partnerships - alliances among different organizations, board members, those affected by the problem, and others. Therefore, any serious effort to evaluate a program must consider the different values held by the partners. Stakeholders must be part of the evaluation to ensure that their unique perspectives are understood. When stakeholders are not appropriately involved, evaluation findings are likely to be ignored, criticized, or resisted. However, if they are part of the process, people are likely to feel a good deal of ownership for the evaluation process and results. They will probably want to develop it, defend it, and make sure that the evaluation really works. That's why this evaluation cycle begins by engaging stakeholders. Once involved, these people will help to carry out each of the steps that follows. Three principle groups of stakeholders are important to involve: People or organizations involved in program operations may include community members, sponsors, collaborators, coalition partners, funding officials, administrators, managers, and staff. People or organizations served or affected by the program may include clients, family members, neighborhood organizations, academic institutions, elected and appointed officials, advocacy groups, and community residents. Individuals who are openly skeptical of or antagonistic toward the program may also be important to involve. Opening an evaluation to opposing perspectives and enlisting the help of potential program opponents can strengthen the evaluation's credibility. Likewise, individuals or groups who could be adversely or inadvertently affected by changes arising from the evaluation have a right to be engaged. For example, it is important to include those who would be affected if program services were expanded, altered, limited, or ended as a result of the evaluation. Primary intended users of the evaluation are the specific individuals who are in a position to decide and/or do something with the results. 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