Evaluation capacity building (ECB) interventions and the development of sustainable evaluation practice: An exploratory study |
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| Affiliation: | 1. Planning, Implementation & Evaluation Org (PIE Org), 401 N. Michigan Ave., Chicago, IL, 60611, United States;2. School of Education, Loyola University Chicago, 820 N. Michigan, Chicago, IL, 60611, United States;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. 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;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 |
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| Abstract: | Evaluation capacity building (ECB) is a practice that can help organizations conduct and use evaluations; however, there is little research on the sustainable impact of ECB interventions. This study provides an empirical inquiry into how ECB develops sustained evaluation practice. Interviews were conducted with 15 organizational leaders from non-profits, higher education institutions, and foundations that “bought in” to ECB and were at least six months removed from an ECB contract. The result of this work highlights how sustained evaluation practice developed over time and what these practices looked like in real-world settings. A developmental, iterative cycle for how ECB led organizations to sustain evaluation practice emerged around key components to sustainability. First, leadership supported ECB work and resources were dedicated to evaluation. Staff began to conduct and use evaluation, which led to understanding the benefits of evaluation, and promoted value and buy-in to evaluation among staff. Common barriers and emerging sustainability supports not previously identified by ECB literature—the “personal” factor and ongoing ECB practitioner contact—are described. Practical tips for ECB practitioners to promote sustainability are also detailed. |
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| Keywords: | Evaluation capacity building Sustainability Evaluation coaching Evaluation practice |
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