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Filter search resultsExternal consultant
An external consultant is someone external to the organization who is contracted to conduct the evaluation.MethodeInternal staff
Conducting an evaluation using staff from the implementing agency rather than hiring external consultants.MethodeCommunity
The community, particularly intended beneficiaries of an intervention, can undertake an evaluation or contribute to a combined team.MethodeEvaluation library
In many organisations, a print or digital collection of books, manuals and other documents has been gathered to form an evaluation library that can be jointly accessed. Decisions to be taken include:MethodeEvaluation plan
An evaluation plan sets out the proposed details of an evaluation - what will be evaluated, how and when.MethodeEvaluation framework
An evaluation framework (sometimes called a Monitoring and Evaluation framework, or more recently a Monitoring, Evaluation and Learning framework) provides an overall framework for evaluations across different programs or different evaluatiMethodeEvaluation work plan
An evaluation work plan involves the development of clear timeframes, deliverables and milestones.MethodeMemorandum of understanding
A Memorandum of Understanding (MOU) outlines an agreement between two collaborating bodies in order to identify the working relationships and guidelines that exist between them.MethodeFellowship
A fellowship is an extended position that provides paid employment and support for people who have completed formal coursework in evaluation.MethodeSupervised practice in teams
Supervision of practice is an approach often used in social work where it is expected that all practitioners will engage in regular discussions of and reflections on their practice; it is not an approach only intended to support novices.MethodeLearning circle
A Learning Circle allows a group of individuals to meet and explore an issue and learn from each other in the process.MethodeReflective practice
Reflective practice involves an individual reflecting on their work allowing them to learn from their own experiences and insights and engage in a practice of continual learning.MethodeResults chain
"Results chain or pipeline logic models represent a program theory as a linear process with inputs and activities at the front and long-term outcomes at the end.MethodeTiny tool results chain
Tiny tool results chain maps both positive and negative possible impacts from an intervention.MethodeTriple column
A triple column/row theory of change diagram shows the causal pathway in terms of intermediate outcomes, activities that directly produce these, and the influence of other factors and programs.MethodeFive Whys
The Five Whys is an easy question asking option that examines the cause-and-effect relationships that underly problems.MethodeBackcasting
Backcasting is a method that involves envisaging alternative futures.MethodeArticulating mental models
Articulating mental models involves talking individually or in groups with key informants (including program planners, service implementors and clients) about how they understand an intervention works.MethodeGroup model building
Group model building involves building a logic model in a group, often using sticky notes.MethodePrevious research and evaluation
Using the findings from evaluation and research studies that were previously conducted on the same or closely related areas.MethodeGeneric change theories
Generic change theories can be applied across different sectors - for example, motivation, deterrence, capacity development. This page provides links to some resources that outline these change theories.MethodeRisk assessment
Conducting a risk assessment involves identifying potential negative impacts, their likelihood of occurring and how they might be avoided.MethodeUnusual events reporting
The reporting of unusual events or incidents is important both for the sake of transparency and to improve policies and procedures.MethodeOrganisational M&E policy
Organisational monitoring and evaluation policies are the set of rules or principles that an organisation uses to guide its decisions and actions with respect to monitoring and evaluation across programs and departments.MethodeThumbnail description
A ’thumbnail’ is a brief description (short like a thumb nail).MethodePeak experience description
This method provides a succinct and coherent description of a program, project or policy when it is operating at its best.MethodeExisting project description
Existing project descriptions about what is being evaluated can sometimes be accessed and used by evaluators.MethodePeer review for meta-evaluation
Reviewing the evaluation by using peers from within or outside of the organisation.MethodeStories of change
Stories of change show what is valued through the use of specific narratives of events. Structured with a beginning, middle and end, they focus on the change that has taken place due to the program.MethodeValues clarification interviews
Values Clarification Interviews involve interviewing key informants and intended beneficiaries to identify what they value.MethodeValues clarification public opinion questionnaires
Seeking feedback from large numbers of people about their priorities through the use of questionnaires.MethodeStated goals and objectives
Evaluations can use the program's stated objectives and goals to assess program success or failure.Methode