Institutionalising the evaluation function: A South African study of impartiality,use and cost |
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| Institution: | 1. RTI International, 307 Waverley Oaks Road, Suite 101, Waltham, MA 02452, USA;2. Division of Cancer Prevention and Control, Centers for Disease Control and Prevention, 4770 Buford Highway, NE, Mailstop K-76, Atlanta, GA 30341-3717, USA;3. RTI International, 307 Waverley Oaks Road, Waltham, MA 02452, USA;4. Philadelphia Department of Public Health, Health Center 4, 4400 Haverford Avenue, Philadelphia, PA 19104, USA;1. Centers for Disease Control and Prevention, 4770 Buford Highway, NE, Mailstop K-76, Atlanta, GA 30341-3717, USA;2. RTI International, 307 Waverley Oaks Road, Suite 101, Waltham, MA 02452, USA;1. University of Nebraska Medical Center, College of Public Health, 984350 Nebraska Medical Center, Omaha, NE 68198-4350, United States;2. University of Nebraska-Lincoln, College of Business Administration, 1240 R Street, Lincoln, NE 68588-0491, United States;3. Boys Town National Research Institute, 14100 Crawford St., Boys Town, NE 68010, United States;4. City University of New York, CUNY Graduate School of Public Health and Health Policy, 55 W. 125th St., New York, NY 10027, United States;1. Center for Health Services Research, School of Public Health, University of Texas Health Science Center at Houston, United States;2. Center for Health Promotion and Prevention Research, School of Public Health, University of Texas Health Science Center at Houston, United States;1. School of Economics, Business Administration and Accounting at Ribeirão Preto, University of São Paulo, Brazil;2. Federal University of Uberlândia, School of Business and Management ? FAGEN, Uberlândia, Minas Gerais, Brazil;3. Faculdade de Economia, Administração e Contabilidade, Bloco B2, Sala 74, Brazil |
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| Abstract: | PurposeThis article explores the implications of outsourcing the evaluation function in South Africa, a context where there is a mismatch between evaluation supply and demand. It unpacks the tradeoffs between internal and external evaluation, and challenges some commonly held assumptions about both.ApproachBased on experiences as an internal evaluator, external evaluator, evaluation manager, and building evaluation capacity, the author explores how each role changes when evaluation is a scarce skill, and looks at implications outsourcing has for both the organization, and the evaluation.FindingsThe purpose of the evaluation must drive the decision to outsource. However, with changing models of collaboration, there may be hybrid options that allow organizations to build evaluation capacity.Practical implicationsOrganisations are faced with a trade-off between commissioning an evaluation, and building internal evaluation capacity. To better understand each approach, it is important to consider the purpose and context of the evaluation. This shifts some commonly held assumptions about internal and external evaluations. Re-examining these assumptions will help organizations make a more informed decision about an evaluation approach.Originality/valueThe field of evaluation is particularly concerned with evaluation use. Most of the literature on this has focused on the approach of individual evaluators, and insufficient attention has been paid to the institutional architecture of the evaluation. This article considers how some of the organisational structures around an evaluation contribute to evidence use, and the case study of South Africa also shifts the focus to the central but overlooked role of context in the debate. |
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| Keywords: | Evaluation Impartiality Evidence use Cost |
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