Embedding evaluation in non-profit organisations: Lessons from evaluation advocates

This article shares findings from a study of evaluation advocates in Australian non-profit organisations who were trying to make evaluation a normal part of their operations.

The article notes that it can be hard for organisations to make evaluation an integral part of their processes, even though it ultimately helps them learn and improve. There is limited available research on what helps make evaluation efforts sustainable.

The researchers interviewed 17 people and carried out more in-depth case studies with four of them. They used social interdependence theory to understand how people work together in teams and what strategies are used.

The five relevant strategies or elements of cooperative teamwork that were considered were:

• Positive interdependence: This is "when everyone needs each other for success and is essential for establishing cooperative relationships".
• Individual accountability: "Is about doing one’s fair share".
• Social skills: "Is about communicating, resolving conflicts, and cultural competence."
• Group processing: This "involves reflecting on how well the group is functioning."
• Promotive interaction: "Is about providing encouragement."

They found that some of these elements were more prevalent than others. People in leadership roles or with influence were more likely to use all five key teamwork elements in their strategies. Whereas those in lower-hierarchical positions more commonly utilised positive interdependence, promotive and social skills.

The article includes real examples of these strategies, which could help other leaders and evaluation advocates successfully build evaluation into their organisations.