Program stakeholderworksheet
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This 3-page document contains a sample stakeholder worksheet to help plan communication for a program. The worksheet includes sections for naming stakeholders and their roles, the main goals of communicating with them, their preferences for how often and by what methods to receive updates, their tolerances for budget and schedule overruns, and any other relevant notes. It provides examples to help complete the worksheet but emphasizes it should not be limited to just the examples. The worksheet appears to be a template for a program manager to use to systematically identify and plan engagement with all important stakeholders for a project.
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![Stakeholder Worksheet for [Program Name]
Portfolio and Process Management Office
Release 1| Page 1 of 3
Stakeholder Worksheet
Prepared by: [Program Manager]
Do NOT distribute after completed
This table contains sample information to help start the process. It is not complete. Please do not limit your stakeholders to the items in this table.
Name and Role
Main Goal of Communication
Communication
Preferences (how often,
method, and detail)
Overrun Tolerances
Notes
Examples: project sponsor,
team member, end user,
support, program sponsor,
project managers,
Examples: encourage
collaboration | action on specific
risks or issues | provide money
or time or resources | prioritize
project | provide public
support/sponsorship | improve
team morale | recognize team
performance | influence attitude
| manage expectations | ensure
future timely responses
How often examples: daily
| weekly | major
milestones | exceptions
only as they occur | on
demand
Describe their tolerances
for a budget or schedule
overrun. Which would they
prefer? What are
acceptable reasons for such
an overrun.
Other notes (not all need to be documented, but
they should be thought about): special interests,
impacts on their group, higher priority initiatives,
how will they measure success, what is their
attitude, do they have a big influence over other
stakeholders, how have they affected other
projects, who do they influence and who
influences them, perceived benefits if program
succeeds, perceived benefits if program fail.
Method examples: in
person | sharepoint | email
| report | informal
conversations |
presentations |
conferences | special
events | newspaper articles
| newsletters | web sites |
web casts | through
executive sponsor only
Detail examples: all tasks
and details | milestones
and issues | issues only |
general progress against
schedule| general
information about program](https://image.slidesharecdn.com/programstakeholderworksheet-140130110539-phpapp02/85/Program-stakeholderworksheet-1-320.jpg)
![Stakeholder Worksheet for [Program Name]
Portfolio and Process Management Office
Release 1| Page 2 of 3
Name and Role
Campus IT Groups
ITPC subcommittee
members
Other folks using program
resources
Owners of any systems
that interface with or can
be affected by this
program
Potential clients including
current clients of other
ongoing work
Specific Clients
Specific Functional
Representatives
Specific team members
Support team
Vendors
Students
Campus Business
Main Goal of Communication
Communication
Preferences (how often,
method, and detail)
Overrun Tolerances
Notes](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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2013 – Oxford English Dictionary uznaje selfie za słowo roku.
Infografika zawiera następujące informacje:
- Selfie w liczbach, czyli osoby w jakim wieku i jakiej płci są najbardziej aktywne w Selfie,
- W jaki sposób najchętniej dzielimy się Selfies,
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- Najbardziej popularne Selfies 2014,
- Rodzaje Selfies i przykłady,
- Złote zasady robienia Selfies,
- Miasta z największą liczbą Selfies w Polsce i na świecie.
Property awareness in India
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Podejście Inbound Marketing stanowi odpowiedź właśnie na te wyzwania, będąc strategią przyciągania tysięcy potencjalnych klientów. Filozofia ta sięga do content marketingu, technik White Hat SEO, marketing automation czy email marketingu i łączy je w spójny oraz kompleksowy zestaw działań odpowiadając na potrzeby klientów i budując z nimi wartościowe relacje. Inbound Marketing stara się dbać o całą podróż zakupową klienta - koncentruje się nie tylko na przyciągnięciu odwiedzającego do strony internetowej, ale także na konwersji jego w leada marketingowego i sprzedażowego, a następnie w klienta, wykorzystując różne narzędzia wsparcia na poszczególnych etapach cyklu zakupowego.
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Advanced program management constituency management
The document discusses constituency management for program management. It identifies key constituency groups, developing communication plans and templates, and best practices for communication. The recommendations are to develop a comprehensive communication process including status reports and meetings to inform stakeholders and minimize confusion. It provides templates and examples for a communication matrix, meetings, status reports, and feedback mechanisms.
June 20 2010 bsi christie
This document discusses developing logic models to focus program evaluations. It defines logic models and their components, and provides an example logic model for an education program to prevent HIV infection. Logic models describe the resources, activities, outputs, and short- and long-term outcomes of a program, helping evaluators design focused evaluation questions. The document emphasizes engaging stakeholders in developing the logic model and determining the evaluation's purpose and questions.
Stakeholder Communication
The document discusses stakeholder communication strategies and processes. It outlines the importance of stakeholder analysis and mapping key stakeholders. It also discusses developing communication plans to provide updates on project status and gather feedback. Tools like commitment curves and distribution matrices can help with effective stakeholder communication and ensuring the right information reaches the intended audiences. The overall goal is to achieve buy-in, understanding and commitment through continuous two-way communication.
Stakeholder analysis-toolkit-v3
Stakeholder analysis identifies key individuals, groups, or institutions that may be affected by a project. It assesses their interests and how these interests could impact the project's viability. For small projects, using PESTLE analysis to consider political, economic, social, technological, legal, and environmental factors helps identify stakeholders. Medium and large projects require a more detailed analysis including stakeholder mapping, identifying allegiances, and developing a management strategy. Regularly revisiting stakeholder analysis is important as positions may change. Benefit realization management can also inform stakeholder analysis by mapping which benefits different stakeholders value most and tailoring communications accordingly.
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This document discusses project stakeholder management. It describes identifying stakeholders, planning stakeholder engagement, managing engagement, and monitoring engagement. The key steps are to identify stakeholders and assess their interests, power, and impact; develop a stakeholder engagement plan to effectively communicate with each group; work with stakeholders and address issues throughout the project; and monitor engagement and make adjustments as needed. The overall goal is to engage the appropriate stakeholders in order to help ensure project success.
School of ManagementProgram EvaluationMPA 513Week 3.docx
School of Management
Program Evaluation
MPA 513
Week 3
School of Management
Policy in the NewsReview Needs Assessment / StakeholdersProcess EvaluationsExercise:Performance MonitoringExercise: City Stat exampleQuestions and Conclusions
Class Overview and Objectives
*
School of Management
In the News
Public Administration
Evaluation in the News
*
School of Management
Logic Models
Stakeholders
Review
*
School of Management
Involving StakeholdersGain broader perspective, avoid blind spots, try to ensure utilization of resultsKey stakeholders:Those served or affected by activityThose involved in program operationsThose in a position to make decisions about the activityFor a manageable process, the list of stakeholders must be narrowed to primary intended users
School of Management
Evaluating Internal Processes
“Now that this is the law of the land, let’s hope we can get our government to carry it out.” John F. Kennedy
School of Management
What is a Process Evaluation?
Process (formative) evaluations are aimed at enhancing your program by understanding it more fully, and whether it is functioning as intended.
Process evaluations study what is being done, and for whom these services are provided
*
Evaluators often distinguish between process/implementation/formative vs. outcome/impact/summative evaluations.
School of Management
Process vs. Outcome Evaluation
Process (Formative) – program managers, front-line staff, program designers, evaluation professionals and other internal and external entities focused on wanting to know why the program (or class of programs) is or is not working and what sort of program adaptations are appropriate.
Outcome (Summative) measures – legislators, accounting entities, interest groups, other levels of government, and other external entities focused on accountability or accreditation.
Evaluators often distinguish between: process or implementation (formative) vs. outcome or impact (summative):
*
School of Management
Illustration of Process Evaluation
Formative
Evaluation
Research
Examines
Inside The
Program
At “The
Process”
(1)Jablonski, J.R. Total Quality Management. Technical Management Consortium Albuquerque, NM.
*
School of Management
Organization Change and Process EvaluationProcess evaluation supports a program administrator’s desire to correct program deficiencies.Problem-solving orientation is different from evaluations that are more outcome-focused.Process intervention model provides a framework for planned organizational change.
“We are interested not so much in whether X causes Y as in the question , if Y is not happening, what is wrong with X.” –Sylvia et al, p.70
* Sylvia, Sylvia, and Gunn. 1997. Program Planning and Evaluation for the Public Manager. Waveland Press.
*
School of Management
Activities
Inputs
Outputs
Intermediate Effects/ Outcomes
Short-term Effects/ Outcomes
Long-term Effects/
Outcomes
Context
Assumptions
Stage of Develo.
Stakeholder management in a matrix organisation - 25th August 2015
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1. M&E definitions provide explanations of key terms like monitoring, evaluation, and different types of evaluations such as formative, process, outcome, impact, and summative evaluations.
2. Different types of evaluations occur at various stages of a project and serve different purposes, such as improving project implementation, assessing progress, or evaluating overall impact.
3. Evaluating coherence considers how well a project's internal components and external partnerships support its goals, highlighting the importance of synergies within and beyond the project.
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Program Evaluation: Forms and Approaches by Helen A. Casimiro
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CHAPTER SIXTEENUnderstanding Context Evaluation and Measureme
CHAPTER SIXTEEN
Understanding Context: Evaluation and Measurement in Not-for-Profit Sectors
Dale C. Brandenburg
Many individuals associated with community agencies, health care, public workforce development, and similar not-for-profit organizations view program evaluation akin to a visit to the dentist’s office. It’s painful, but at some point it cannot be avoided. A major reason for this perspective is that evaluation is seen as taking money away from program activities that perform good for others, that is, intruding on valuable resources that are intended for delivering the “real” services of the organization (Kopczynski & Pritchard, 2004). A major reason for this logic is that since there are limited funds available to serve the public good, why must a portion of program delivery be allocated to something other than serving people in need? This is not an unreasonable point and one that program managers in not-for-profits face on a continuing basis.
The focus of evaluation in not-for-profit organization has shifted in recent years from administrative data to outcome measurement, impact evaluation, and sustainability (Aspen Institute, 2000), thus a shift from short-term to long-term effects of interventions. Evaluators in the not-for-profit sector view their world as the combination of technical knowledge, communication skills, and political savvy that can make or break the utility and value of the program under consideration. Evaluation in not-for-profit settings tends to value the importance of teamwork, collaboration, and generally working together. This chapter is meant to provide a glimpse at a minor portion of the evaluation efforts that take place in the not-for-profit sector. It excludes, for example, the efforts in public education, but does provide some context for workforce development efforts.
CONTRAST OF CONTEXTS
Evaluation in not-for-profit settings tends to have different criteria for the judgment of its worth than is typically found in corporate and similar settings. Such criteria are likely to include the following:
How useful is the evaluation?
Is the evaluation feasible and practical?
Does the evaluation hold high ethical principles?
Does the evaluation measure the right things, and is it accurate?
Using criteria such as the above seems a far cry from concepts of return on investment that are of vital importance in the profit sector. Even the cause of transfer of training can sometimes be of secondary importance to assuring that the program is described accurately. Another difference is the pressure of time. Programs offered by not-for-profit organizations, such as an alcohol recovery program, take a long time to see the effects and, by the time results are viewable, the organization has moved on to the next program. Instead we often see that evaluation is relegated to measuring the countable, the numbers of people who have completed the program, rather than the life-changing impact that decreased alcohol abuse has on ...
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This document provides a template for an Organizational Change Management Plan with guidance for customizing it for a specific project. The introduction emphasizes the importance of change management planning for project success. Key elements that will be covered include stakeholder management, communication planning, and training. Factors specific to the project indicating a need for change management are to be identified. The template provides sections for an overview of scope, stakeholder analysis, and communication planning.
A Good Program Can Improve Educational Outcomes.pdf
We hope this guide helps practitioners and others strengthen programs designed to increase academic achievement, ultimately broadening access to higher education for youth and adults.
We believe that evaluation is a critical part of program design and is necessary for ongoing program improvement. Evaluation requires collecting reliable, current and compelling information to empower stakeholders to make better decisions about programs and organizational practices that directly affect students. A good evaluation is an effective way of gathering information that strengthens programs, identifies problems, and assesses the extent of change over time. A sound evaluation that prompts program improvement is also a positive sign to funders and other stakeholders, and can help to sustain their commitment to your program.
Theories of change are conceptual maps that show how and why program activities will achieve short-term, interim, and long-term outcomes. The underlying assumptions that promote, support, and sustain a program often seem self-evident to program planners. Consequently, they spend too little time clarifying those assumptions for implementers and participants. Explicit theories of change provoke continuous reflection and shared ownership of the work to be accomplished. Even the most experienced program planners sometimes make the mistake of thinking an innovative design will accomplish goals without checking the linkages among assumptions and plans.
Developing a theory of change is a team effort. The collective knowledge and experience of program staff, stakeholders, and participants contribute to formulating a clear, precise statement about how and why a program will work. Using a theory-based approach, program collaborators state what they are doing and why by working backwards from the outcomes they seek to the interventions they plan, and forward from interventions to desired outcomes. When defining a theory of change, program planners usually begin by deciding expected outcomes, aligning outcomes with goals, deciding on the best indicators to evaluate progress toward desired outcomes, and developing specific measures for evaluating results. The end product is a statement of the expected change that specifies how implementation, resources, and evaluation translate into desired outcomes.
Continuously evaluating a theory of change encourages program planners to keep an eye on their goals. Statements about how and why a program will work must be established using the knowledge of program staff, stakeholders, and participants. This statement represents the theory underlying the program plan and shows planners how resources and activities translate to desired improvements and outcomes. It also becomes a framework for program implementation and evaluation.
Source: https://ebookscheaper.com/2022/04/06/a-good-program-can-improve-educational-outcomes/
Grant Writing: Summary Concepts 1 4
The document provides an overview and guidance on writing key sections of a funding proposal, including the problem statement, objectives, program plan, and evaluation. It discusses the purpose and components of each section, and provides tips and examples for writing them clearly and persuasively. Participants will work in small groups to review these concepts, with the instructor answering questions to help clarify understanding of writing successful proposals.
Assessment
This document discusses different types of assessments including needs assessments, outcome evaluations, and process evaluations. It defines needs assessments as determining the gap between the current state and desired state. Outcome evaluations assess the effectiveness of a program in creating change, focusing on how much difference the program made. Process evaluations document how a program was implemented and help understand how outcomes were achieved. Process evaluations are important for understanding how impact was achieved and enabling replication of effective programs.
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This document provides an overview of developing a stakeholder management system for large infrastructure projects. It discusses identifying stakeholders, analyzing them to determine their power/interests, and assessing their current engagement levels. The document then outlines developing stakeholder management plans with engagement strategies. These strategies aim to keep supporters engaged, neutralize sceptics, decrease negative impacts, and raise interest of disinterested stakeholders over the project life. The overall goal is an effective system to ensure stakeholder support and participation for project success.
InstructionsThis assignment will allow you to complete a dra.docx
Instructions
This assignment will allow you to complete a draft of the Program Factors and Program Accountability sections of your final project.
In this milestone, you will assess some of the factors that contributed to the design of the program and appraise the program's metrics for accountability, including funding. As you begin this milestone, which covers the Program Factors and Program Accountability sections of your
final project
, consider:
Stakeholders
: Describe the program's stakeholders. Consider questions such as these in your response: Who will be responsible for the successful implementation of the program? What are the influences from the media, interest groups, or lobbyists? What is their vested interest in the outcome of the program?
Advocates
: Who are the champions for the program? Why are they advocating for its design and implementation?
Critics
: Who are the critics of the program? Why does this program pose a threat to them?
Impact
: Contrast the effect of the critics and the advocates on the design of the program. In other words, how did the critics and advocates of the program affect its design?
Monitoring
: Assess how the program effectiveness is monitored. For example, compliance, auditing, or accounting strategies could be used to establish factual claims about the program's performance.
Funding
: Assess the funding contribution(s) from federal, state, or local governments. Consider questions such as these in your response: What type of funding is used? Is the funding distribution equitable? Does the program receive sufficient and appropriate funding?
Strategies
: Determine appropriate accountability strategies for the program based on your assessment of how the program is monitored and funded. If there are gaps in funding or accountability, how can they be addressed?
...
Workbook for Designing a Process Evaluation
Workbook
for
Designing
a Process
Evaluation
Produced for the
Georgia Department of Human
Resources
Division of Public Health
By
Melanie J. Bliss, M.A.
James G. Emshoff, Ph.D.
Department of Psychology
Georgia State University
July 2002
Evaluation Expert Session
July 16, 2002 Page 1
What is process evaluation?
Process evaluation uses empirical data to assess the delivery of
programs. In contrast to outcome evaluation, which assess the
impact of the program, process evaluation verifies what the
program is and whether it is being implemented as designed. Thus,
process evaluation asks "what," and outcome evaluation asks, "so
what?"
When conducting a process evaluation, keep in mind these three
questions:
1. What is the program intended to be?
2. What is delivered, in reality?
3. Where are the gaps between program design and delivery?
This workbook will serve as a guide for designing your own process
evaluation for a program of your choosing. There are many steps involved
in the implementation of a process evaluation, and this workbook will
attempt to direct you through some of the main stages. It will be helpful to
think of a delivery service program that you can use as your example as
you complete these activities.
Why is process evaluation important?
1. To determine the extent to which the program is being
implemented according to plan
2. To assess and document the degree of fidelity and variability in
program implementation, expected or unexpected, planned or
unplanned
3. To compare multiple sites with respect to fidelity
4. To provide validity for the relationship between the intervention
and the outcomes
5. To provide information on what components of the intervention
are responsible for outcomes
6. To understand the relationship between program context (i.e.,
setting characteristics) and program processes (i.e., levels of
implementation).
7. To provide managers feedback on the quality of implementation
8. To refine delivery components
9. To provide program accountability to sponsors, the public, clients,
and funders
10. To improve the quality of the program, as the act of evaluating is
an intervention.
Evaluation Expert Session
July 16, 2002 Page 2
Stages of Process Evaluation Page Number
1. Form Collaborative Relationships 3
2. Determine Program Components 4
3. Develop Logic Model*
4. Determine Evaluation Questions 6
5. Determine Methodology 11
6. Consider a Management Information System 25
7. Implement Data Collection and Analysis 28
8. Write Report**
Also included in this workbook:
a. Logic Model Template 30
b. Pitfalls to avoid ...
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CHAPTER SIXTEENUnderstanding Context Evaluation and Measureme
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InstructionsThis assignment will allow you to complete a dra.docx
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Program stakeholderworksheet
- 1. Stakeholder Worksheet for [Program Name] Portfolio and Process Management Office Release 1| Page 1 of 3 Stakeholder Worksheet Prepared by: [Program Manager] Do NOT distribute after completed This table contains sample information to help start the process. It is not complete. Please do not limit your stakeholders to the items in this table. Name and Role Main Goal of Communication Communication Preferences (how often, method, and detail) Overrun Tolerances Notes Examples: project sponsor, team member, end user, support, program sponsor, project managers, Examples: encourage collaboration | action on specific risks or issues | provide money or time or resources | prioritize project | provide public support/sponsorship | improve team morale | recognize team performance | influence attitude | manage expectations | ensure future timely responses How often examples: daily | weekly | major milestones | exceptions only as they occur | on demand Describe their tolerances for a budget or schedule overrun. Which would they prefer? What are acceptable reasons for such an overrun. Other notes (not all need to be documented, but they should be thought about): special interests, impacts on their group, higher priority initiatives, how will they measure success, what is their attitude, do they have a big influence over other stakeholders, how have they affected other projects, who do they influence and who influences them, perceived benefits if program succeeds, perceived benefits if program fail. Method examples: in person | sharepoint | email | report | informal conversations | presentations | conferences | special events | newspaper articles | newsletters | web sites | web casts | through executive sponsor only Detail examples: all tasks and details | milestones and issues | issues only | general progress against schedule| general information about program
- 2. Stakeholder Worksheet for [Program Name] Portfolio and Process Management Office Release 1| Page 2 of 3 Name and Role Campus IT Groups ITPC subcommittee members Other folks using program resources Owners of any systems that interface with or can be affected by this program Potential clients including current clients of other ongoing work Specific Clients Specific Functional Representatives Specific team members Support team Vendors Students Campus Business Main Goal of Communication Communication Preferences (how often, method, and detail) Overrun Tolerances Notes
- 3. Stakeholder Worksheet for [Program Name] Portfolio and Process Management Office Release 1| Page 3 of 3 Name and Role Managers Faculty Principle Investigators Granting agencies Community members Main Goal of Communication Communication Preferences (how often, method, and detail) Overrun Tolerances Notes