There are many decisions to be made in an evaluation including: the focus of the evaluation (including the key evaluation questions); choosing the evaluator / evaluation team; approving the evaluation design; approving the evaluation report(s) and who can access them.
It is important to be clear about who will be involved in making these decisions, what their role will be and how the decisions will be made.
Always check if existing processes and structures can be used; if these are not appropriate or adequate, then new ones may need to be established for the purposes of the specific evaluation. Also consider any pre-established agreements such as, for example, partnership agreements.
Control of the evaluation process may be centralised in a dedicated manager or committee or it may be shared by a working group involving representatives from many different stakeholders. It is important to describe clearly each actor / entity's role to avoid confusion, duplication of effort or things falling through the cracks.
- Evaluation management plan
- Decision making matrix
- List of responsibilities of the evaluation manager
- List of responsibilities of the evaluator
- Evaluation partnership agreement
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+ - 2. Scope the evaluation
- Clarify what will be evaluated
- Describe the theory of change
- Identify who are the primary intended users of the evaluation and what will they use it for
- Develop agreed key evaluation questions
- Decide the timing of the evaluation
- Decide whether the evaluation will be done by an external team, an internal team or a hybrid of both
- Determine the evaluator qualities
- Identify what resources are available for the evaluation and what will be needed