Building evaluative culture in community services: Caring for evidence |
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| Affiliation: | 1. School of Economics and Management, Xidian University, No. 2 South Taibai Street, Xi’an, Shaanxi Province, PR China;2. Shaanxi Xi ''an Yanta District, Shida Road, Shaanxi Normal University, Xi’an, Shaanxi Province, PR China;1. School of Social Sciences, Western Sydney University, Locked Bag 1797, Penrith NSW, 2751, Australia;2. School of Business, Western Sydney University, Locked Bag 1797, Penrith NSW, 2751, Australia;3. School of Allied Health, Australian Catholic University, 25A Barker Rd., Strathfield, NSW, Australia;1. Texas A&M University, College of Education and Human Development, Department of Health and Kinesiology, MS 4243, College Station, TX 77843-4243, USA;2. Texas A&M University, Health Science Center, School of Public Health, MS 1266, College Station, TX 77843-1266, USA;1. Department of Behavioral Sciences and Health Education, Rollins School of Public Health, Emory University, United States;2. Department of Health Policy and Management, Rollins School of Public Health, Emory University, United States;3. Hubert Department of Global Health, Rollins School of Public Health, Emory University, United States |
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| Abstract: | An organization with a strong evaluative culture engages in self-reflection, evidence-based learning and experimentation. It sees evidence as essential for managing well, but building such a culture is challenging. Community service organizations seek to provide effective services for their clients. To build an evaluative culture, they need to acquire basic monitoring and evaluation capabilities, be provided with opportunities for using these capabilities and be adequately motivated to care about evidence as a means to improve services to their clients. Leadership along with a phased in approach are key in bringing about these behaviour changes. |
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| Keywords: | Evaluation culture Theory of change Community service organizations Monitoring and evaluation behaviour change model |
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