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Filter search resultsExternal consultant
An external consultant is someone external to the organization who is contracted to conduct the evaluation.MétodoInternal staff
Conducting an evaluation using staff from the implementing agency rather than hiring external consultants.MétodoCommunity
The community, particularly intended beneficiaries of an intervention, can undertake an evaluation or contribute to a combined team.MétodoEvaluation 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:MétodoEvaluation plan
An evaluation plan sets out the proposed details of an evaluation - what will be evaluated, how and when.MétodoEvaluation 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 evaluatiMétodoEvaluation work plan
An evaluation work plan involves the development of clear timeframes, deliverables and milestones.MétodoMemorandum 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.MétodoFellowship
A fellowship is an extended position that provides paid employment and support for people who have completed formal coursework in evaluation.MétodoSupervised 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.MétodoLearning circle
A Learning Circle allows a group of individuals to meet and explore an issue and learn from each other in the process.MétodoReflective 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.MétodoResults 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.MétodoTiny tool results chain
Tiny tool results chain maps both positive and negative possible impacts from an intervention.MétodoTriple 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.MétodoFive Whys
The Five Whys is an easy question asking option that examines the cause-and-effect relationships that underly problems.MétodoBackcasting
Backcasting is a method that involves envisaging alternative futures.MétodoArticulating 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.MétodoGroup model building
Group model building involves building a logic model in a group, often using sticky notes.MétodoPrevious research and evaluation
Using the findings from evaluation and research studies that were previously conducted on the same or closely related areas.MétodoGeneric 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.MétodoRisk assessment
Conducting a risk assessment involves identifying potential negative impacts, their likelihood of occurring and how they might be avoided.MétodoUnusual events reporting
The reporting of unusual events or incidents is important both for the sake of transparency and to improve policies and procedures.MétodoOrganisational 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.MétodoThumbnail description
A ’thumbnail’ is a brief description (short like a thumb nail).MétodoPeak experience description
This method provides a succinct and coherent description of a program, project or policy when it is operating at its best.MétodoExisting project description
Existing project descriptions about what is being evaluated can sometimes be accessed and used by evaluators.MétodoPeer review for meta-evaluation
Reviewing the evaluation by using peers from within or outside of the organisation.MétodoStories 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.MétodoValues clarification interviews
Values Clarification Interviews involve interviewing key informants and intended beneficiaries to identify what they value.MétodoValues clarification public opinion questionnaires
Seeking feedback from large numbers of people about their priorities through the use of questionnaires.MétodoStated goals and objectives
Evaluations can use the program's stated objectives and goals to assess program success or failure.Método