The document contains a 12 question survey for a NordPlus Junior project final report. It asks the partner institutions to rate on a scale of 1 to 5 how well the project met its overall objectives, produced planned products, and met its scheduled. It also asks them to describe benefits experienced, whether activities will continue after funding, and how results were disseminated and benefited target groups. Finally it requests a publications list and comments on working with the NordPlus Junior program and project participation numbers.
Hello everyone! Test your PMP exam preparation and answer this Free PMP® Exam Sample Question of the week. For more of this free PMP exam sample question visit: https://free.pm-exam-simulator.com/free-pmp-exam-simulator
This is a powepoint presentation training principals how to plan for their building's Problem of Practice. Professional Development and Parent Involvement are the focus.
The evaluation for the G321 Project must answer set questions about how the media product uses or challenges conventions, how it represents social groups, and what institution might distribute it. It cannot simply be a written response, but must use digital technology. Common formats include a PowerPoint presentation, blog, podcast, or DVD with extras. Students are encouraged to use multimedia like photos and video to reduce the word count. The evaluation is due by April 9th and can be completed during the Easter break in digital form. Students will receive guidance on answering each question and make an initial plan for presenting their responses.
Cameron is assigned to complete evaluations 1 and 4 which address how the media product uses or challenges conventions and how media technologies were used in construction. Bill is assigned evaluations 2 and 3 which cover the effectiveness of combining the main product with ancillary texts and learning from audience feedback. The group decided to assign evaluations early to avoid failing to upload all tasks as last year and will help each other to produce high quality evaluations for their blog.
Capability Building is one of the top most strategic priority for an organization. Even after taking many measures, the real benefit is never realized. With this Presentation a small effort is made to analyze the effectiveness of the different measures taken by the Organizations in building capabilities. The various problems are discussed along with the Vision, Principles and frameworks to resolve the same.
The document outlines 8 steps for planning a project: 1) set goals and priorities, 2) define deliverables and due dates, 3) create a detailed schedule, 4) assess risks and develop a risk management plan, 5) allocate resources, 6) develop a communication plan, 7) execute the plan as a team, and 8) monitor progress and close out the project by reflecting on lessons learned. Key aspects include identifying objectives, deliverables, tasks, responsibilities, risks, budget, timeline, communication methods, and continuous monitoring to ensure successful completion.
Brooke Shelley's 2019 AEA presentation about the importance of collaboration in creating effective program evaluations that help ensure project success.
The document contains a 12 question survey for a NordPlus Junior project final report. It asks the partner institutions to rate on a scale of 1 to 5 how well the project met its overall objectives, produced planned products, and met its scheduled. It also asks them to describe benefits experienced, whether activities will continue after funding, and how results were disseminated and benefited target groups. Finally it requests a publications list and comments on working with the NordPlus Junior program and project participation numbers.
Hello everyone! Test your PMP exam preparation and answer this Free PMP® Exam Sample Question of the week. For more of this free PMP exam sample question visit: https://free.pm-exam-simulator.com/free-pmp-exam-simulator
This is a powepoint presentation training principals how to plan for their building's Problem of Practice. Professional Development and Parent Involvement are the focus.
The evaluation for the G321 Project must answer set questions about how the media product uses or challenges conventions, how it represents social groups, and what institution might distribute it. It cannot simply be a written response, but must use digital technology. Common formats include a PowerPoint presentation, blog, podcast, or DVD with extras. Students are encouraged to use multimedia like photos and video to reduce the word count. The evaluation is due by April 9th and can be completed during the Easter break in digital form. Students will receive guidance on answering each question and make an initial plan for presenting their responses.
Cameron is assigned to complete evaluations 1 and 4 which address how the media product uses or challenges conventions and how media technologies were used in construction. Bill is assigned evaluations 2 and 3 which cover the effectiveness of combining the main product with ancillary texts and learning from audience feedback. The group decided to assign evaluations early to avoid failing to upload all tasks as last year and will help each other to produce high quality evaluations for their blog.
Capability Building is one of the top most strategic priority for an organization. Even after taking many measures, the real benefit is never realized. With this Presentation a small effort is made to analyze the effectiveness of the different measures taken by the Organizations in building capabilities. The various problems are discussed along with the Vision, Principles and frameworks to resolve the same.
The document outlines 8 steps for planning a project: 1) set goals and priorities, 2) define deliverables and due dates, 3) create a detailed schedule, 4) assess risks and develop a risk management plan, 5) allocate resources, 6) develop a communication plan, 7) execute the plan as a team, and 8) monitor progress and close out the project by reflecting on lessons learned. Key aspects include identifying objectives, deliverables, tasks, responsibilities, risks, budget, timeline, communication methods, and continuous monitoring to ensure successful completion.
Brooke Shelley's 2019 AEA presentation about the importance of collaboration in creating effective program evaluations that help ensure project success.
- The document discusses outcome-based program planning and introduces program logic models. It aims to help participants explain outcome-based planning, identify the components of logic models, and feel more confident using the approach.
- A program logic model is a visual representation of a program that outlines key components like inputs, activities, outputs, and outcomes. It illustrates the logical linkages between these elements and can take different forms depending on the program's purpose and complexity.
- The session guides participants through developing a simple logic model for one of their own programs to help connect the components and better understand outcome-based planning.
This document outlines a 4DX plan for "Appy Hour" to increase participation in demonstrating and using apps taught. The plan involves:
1. Setting Wildly Important Goals (WIGs) to increase the number of attendees demonstrating apps to others and creating lessons from 1 to 3 attendees within set timeframes.
2. Tracking progress on a scoreboard that addresses changing behaviors and recognizes success.
3. Implementing lead measures like experimenting with apps and sharing online to support achieving the lag measure of app use, and addressing change stages.
4. Having accountability meetings to review progress and make new commitments for continuous improvement using the 4DX and Influencer models.
Hello everyone! Test your PMP exam preparation and answer this Free PMP® Exam Sample Question of the week. For more of this free PMP exam sample question visit: https://free.pm-exam-simulator.com/free-pmp-exam-simulator
This document provides guidance for speakers on how to design engaging learning experiences for their audiences. It discusses instructional models like the ADDIE model for designing measurable learning experiences and evaluating techniques. The document also covers defining learning objectives using Bloom's taxonomy, writing objectives, and increasing participant engagement through techniques like Gagne's nine events of instruction. It emphasizes that an action plan for any speaking engagement should include clear learning objectives, a learning map, facilitator support, and an experience map.
Improving Audience Engagement - Why you need a learning strategy for your nex...OrateTeam
Everyone knows that the number one rule of public speaking is “know your audience.” What most people don’t know is the equally important next step that separates the good speakers from the great ones: “develop a learning strategy that is appropriate for your audience.”
Organizations and audiences each have unique objectives and learning styles. Once you have a clear understanding of organizational objectives and the audience makeup, the key is to effectively apply this information to your talk. Most speakers do their research on the audience, but the ones who fall short of meeting or exceeding expectations skip this crucial step.
We often hear stories from event organizers about speakers who fail to connect with the audience. When probed further on why, it always comes down to the speaker using tactics to engage the crowd that were not suitable for the specific audience makeup. This type of blunder can be avoided, and we will show you how.
Watch Orate's webinar replay featuring guest speaker and learning experience expert, Miranda Lee of LX Labs, to help speakers:
Understand why having a learning strategy is important,
How to determine which learning objectives make the most sense based on your audience and talk format,
Learn techniques to help your audience accomplish your learning objectives, and
Measure how effective the talk was at meeting those objectives
Access the replay here: https://wnarchives.s3.amazonaws.com/45426582/e242d292-7fd7-4069-a92b-1b02ecd8d508/archive.mp4
This document provides guidance for students on evaluating their G321 media project. It outlines that evaluations must:
1) Answer set questions about how the media product uses or challenges conventions, represents social groups, and might be distributed.
2) Be presented using digital technology rather than just a written response. Suggested forms include PowerPoint, a blog, podcast or DVD with extras.
3) Have no word limit as students are encouraged to use multimedia to reduce reliance on words. The evaluation is due by April 8th and students have class time to work on answering the questions creatively before revising their work the final week.
This document provides feedback on a management certificate final project. It summarizes that the candidate presented on a project to address an issue at their work site. The presentation covered planning the project, monitoring progress, providing feedback, and maintaining relationships with managers. The feedback noted the candidate demonstrated understanding of objectives and supporting team members. It provided a grade of 73% and said the project added value and the candidate showed how to apply theory in practice.
This document outlines the objectives and steps for developing an impact assessment plan to incorporate impact data into a course. The plan aims to improve learner engagement and retention by developing strategies for student engagement, learning retention, impact on teaching and course redesign, and professional development. The impact planning process involves getting started, action planning, monitoring, data collection, and reflection.
The document outlines a research plan to measure the effectiveness of an "Appy Hour" program for teachers. It will measure teacher comfort with technology, their use of technology for self-learning, and whether "Appy Hour" is changing behaviors. Surveys will be conducted before and after "Appy Hour" cycles using existing tools measuring technology integration. Data will be analyzed anonymously to guide professional development and app recommendations. Results will be shared with administrators to inform future staff training.
The document provides instructions for a student to write a report responding to feedback from a client on a previous presentation. The report must:
1) Identify potential improvements to the plan based on the feedback from the client's evaluation form and questionnaire.
2) Suggest solutions and ideas for developing each aspect that needs improving, using full paragraphs, relevant images, charts and graphs.
3) Be well-developed and make good use of visual elements to receive the best mark.
This tool improves people\'s performance!ChrisMJones
IMPACT plus is a tool to improve employee performance through goal setting, action planning, progress monitoring, and evaluation. It uses a graphical approach to target areas for improvement and allows users to take ownership of their development. The four-step process includes setting targets, planning actions, monitoring progress, and evaluating success both for individuals and groups to determine training needs and produce reports. It also functions as a coaching model to facilitate conversations between employees and coaches.
This document discusses measuring the effectiveness of an "Appy Hour" professional development program for teachers. It will measure teacher comfort with technology, their personal technology use, and whether Appy Hour is changing teaching behaviors. Surveys will be conducted before and after Appy Hour using a combination of existing tools and custom surveys in a Likert scale format. The surveys will be anonymous to protect privacy and encourage honesty. Results will be analyzed for trends to improve future professional development.
Developing a Communication Plan (notes)marc_thmpsn
This document outlines a communication plan for organizational change at Rockingham Community College. It discusses launching the plan by explaining the need for change and supporting employees. It recommends using blogs, email, text and the school website to communicate with instructors and staff. The plan also provides methods for evaluating the effectiveness of the change through data collection and surveys. Leaders can obtain feedback through surveys, interviews and meetings to continuously improve the organization. The plan aims to address negative responses through shared decision-making and establishing communication rules.
This speaker evaluation form allows attendees to provide feedback on a recent presentation by rating various aspects of the speaker and presentation on a scale from 1 to 5. It collects contact information from attendees who may be interested in requesting the presentation for another organization or enlisting a promotional consultant. The form aims to help speakers improve by learning what ideas attendees found most helpful as well as gaining feedback on potential areas of improvement.
Hello everyone! Test your PMP exam preparation and answer this Free PMP® Exam Sample Question of the week. For more of this free PMP exam sample question visit: https://free.pm-exam-simulator.com/free-pmp-exam-simulator
Retrospective with multiple teams or with a large audienceAbhilash Chandran
Retrospectives are one of the most integral components of any agile methodology. This helps the team in continuous improvement.
Retrospective with a single team or small group is simple. It is a different ball game altogether when this has to be scaled up to a large audience or multiple teams.
Next slide talks about the format used for many such large retrospectives
Hello everyone! Test your PMP exam preparation and answer this Free PMP® Exam Sample Question of the week. For more of this free PMP exam sample question visit: https://free.pm-exam-simulator.com/free-pmp-exam-simulator
Azlan Nadeem Faizi completed several HP LIFE e-Learning courses on social media marketing, understanding target audiences, presenting data, setting prices, social entrepreneurship, and effective leadership. Each self-paced online course lasted approximately 1 hour and covered exploring topics like creating Facebook ads, conducting online surveys, using charts and spreadsheets, setting product prices, assessing social enterprise ideas, and using leadership approaches. The certificates were issued by Jeannette Weisschuh of HP Corporate Affairs and Rebecca J. Stoeckle of Education Development Center, Inc.
- The document discusses outcome-based program planning and introduces program logic models. It aims to help participants explain outcome-based planning, identify the components of logic models, and feel more confident using the approach.
- A program logic model is a visual representation of a program that outlines key components like inputs, activities, outputs, and outcomes. It illustrates the logical linkages between these elements and can take different forms depending on the program's purpose and complexity.
- The session guides participants through developing a simple logic model for one of their own programs to help connect the components and better understand outcome-based planning.
This document outlines a 4DX plan for "Appy Hour" to increase participation in demonstrating and using apps taught. The plan involves:
1. Setting Wildly Important Goals (WIGs) to increase the number of attendees demonstrating apps to others and creating lessons from 1 to 3 attendees within set timeframes.
2. Tracking progress on a scoreboard that addresses changing behaviors and recognizes success.
3. Implementing lead measures like experimenting with apps and sharing online to support achieving the lag measure of app use, and addressing change stages.
4. Having accountability meetings to review progress and make new commitments for continuous improvement using the 4DX and Influencer models.
Hello everyone! Test your PMP exam preparation and answer this Free PMP® Exam Sample Question of the week. For more of this free PMP exam sample question visit: https://free.pm-exam-simulator.com/free-pmp-exam-simulator
This document provides guidance for speakers on how to design engaging learning experiences for their audiences. It discusses instructional models like the ADDIE model for designing measurable learning experiences and evaluating techniques. The document also covers defining learning objectives using Bloom's taxonomy, writing objectives, and increasing participant engagement through techniques like Gagne's nine events of instruction. It emphasizes that an action plan for any speaking engagement should include clear learning objectives, a learning map, facilitator support, and an experience map.
Improving Audience Engagement - Why you need a learning strategy for your nex...OrateTeam
Everyone knows that the number one rule of public speaking is “know your audience.” What most people don’t know is the equally important next step that separates the good speakers from the great ones: “develop a learning strategy that is appropriate for your audience.”
Organizations and audiences each have unique objectives and learning styles. Once you have a clear understanding of organizational objectives and the audience makeup, the key is to effectively apply this information to your talk. Most speakers do their research on the audience, but the ones who fall short of meeting or exceeding expectations skip this crucial step.
We often hear stories from event organizers about speakers who fail to connect with the audience. When probed further on why, it always comes down to the speaker using tactics to engage the crowd that were not suitable for the specific audience makeup. This type of blunder can be avoided, and we will show you how.
Watch Orate's webinar replay featuring guest speaker and learning experience expert, Miranda Lee of LX Labs, to help speakers:
Understand why having a learning strategy is important,
How to determine which learning objectives make the most sense based on your audience and talk format,
Learn techniques to help your audience accomplish your learning objectives, and
Measure how effective the talk was at meeting those objectives
Access the replay here: https://wnarchives.s3.amazonaws.com/45426582/e242d292-7fd7-4069-a92b-1b02ecd8d508/archive.mp4
This document provides guidance for students on evaluating their G321 media project. It outlines that evaluations must:
1) Answer set questions about how the media product uses or challenges conventions, represents social groups, and might be distributed.
2) Be presented using digital technology rather than just a written response. Suggested forms include PowerPoint, a blog, podcast or DVD with extras.
3) Have no word limit as students are encouraged to use multimedia to reduce reliance on words. The evaluation is due by April 8th and students have class time to work on answering the questions creatively before revising their work the final week.
This document provides feedback on a management certificate final project. It summarizes that the candidate presented on a project to address an issue at their work site. The presentation covered planning the project, monitoring progress, providing feedback, and maintaining relationships with managers. The feedback noted the candidate demonstrated understanding of objectives and supporting team members. It provided a grade of 73% and said the project added value and the candidate showed how to apply theory in practice.
This document outlines the objectives and steps for developing an impact assessment plan to incorporate impact data into a course. The plan aims to improve learner engagement and retention by developing strategies for student engagement, learning retention, impact on teaching and course redesign, and professional development. The impact planning process involves getting started, action planning, monitoring, data collection, and reflection.
The document outlines a research plan to measure the effectiveness of an "Appy Hour" program for teachers. It will measure teacher comfort with technology, their use of technology for self-learning, and whether "Appy Hour" is changing behaviors. Surveys will be conducted before and after "Appy Hour" cycles using existing tools measuring technology integration. Data will be analyzed anonymously to guide professional development and app recommendations. Results will be shared with administrators to inform future staff training.
The document provides instructions for a student to write a report responding to feedback from a client on a previous presentation. The report must:
1) Identify potential improvements to the plan based on the feedback from the client's evaluation form and questionnaire.
2) Suggest solutions and ideas for developing each aspect that needs improving, using full paragraphs, relevant images, charts and graphs.
3) Be well-developed and make good use of visual elements to receive the best mark.
This tool improves people\'s performance!ChrisMJones
IMPACT plus is a tool to improve employee performance through goal setting, action planning, progress monitoring, and evaluation. It uses a graphical approach to target areas for improvement and allows users to take ownership of their development. The four-step process includes setting targets, planning actions, monitoring progress, and evaluating success both for individuals and groups to determine training needs and produce reports. It also functions as a coaching model to facilitate conversations between employees and coaches.
This document discusses measuring the effectiveness of an "Appy Hour" professional development program for teachers. It will measure teacher comfort with technology, their personal technology use, and whether Appy Hour is changing teaching behaviors. Surveys will be conducted before and after Appy Hour using a combination of existing tools and custom surveys in a Likert scale format. The surveys will be anonymous to protect privacy and encourage honesty. Results will be analyzed for trends to improve future professional development.
Developing a Communication Plan (notes)marc_thmpsn
This document outlines a communication plan for organizational change at Rockingham Community College. It discusses launching the plan by explaining the need for change and supporting employees. It recommends using blogs, email, text and the school website to communicate with instructors and staff. The plan also provides methods for evaluating the effectiveness of the change through data collection and surveys. Leaders can obtain feedback through surveys, interviews and meetings to continuously improve the organization. The plan aims to address negative responses through shared decision-making and establishing communication rules.
This speaker evaluation form allows attendees to provide feedback on a recent presentation by rating various aspects of the speaker and presentation on a scale from 1 to 5. It collects contact information from attendees who may be interested in requesting the presentation for another organization or enlisting a promotional consultant. The form aims to help speakers improve by learning what ideas attendees found most helpful as well as gaining feedback on potential areas of improvement.
Hello everyone! Test your PMP exam preparation and answer this Free PMP® Exam Sample Question of the week. For more of this free PMP exam sample question visit: https://free.pm-exam-simulator.com/free-pmp-exam-simulator
Retrospective with multiple teams or with a large audienceAbhilash Chandran
Retrospectives are one of the most integral components of any agile methodology. This helps the team in continuous improvement.
Retrospective with a single team or small group is simple. It is a different ball game altogether when this has to be scaled up to a large audience or multiple teams.
Next slide talks about the format used for many such large retrospectives
Hello everyone! Test your PMP exam preparation and answer this Free PMP® Exam Sample Question of the week. For more of this free PMP exam sample question visit: https://free.pm-exam-simulator.com/free-pmp-exam-simulator
Azlan Nadeem Faizi completed several HP LIFE e-Learning courses on social media marketing, understanding target audiences, presenting data, setting prices, social entrepreneurship, and effective leadership. Each self-paced online course lasted approximately 1 hour and covered exploring topics like creating Facebook ads, conducting online surveys, using charts and spreadsheets, setting product prices, assessing social enterprise ideas, and using leadership approaches. The certificates were issued by Jeannette Weisschuh of HP Corporate Affairs and Rebecca J. Stoeckle of Education Development Center, Inc.
This chapter discusses using a program's logic model to focus an evaluation. It describes how a logic model shows the relationship between inputs, activities, outputs, and outcomes of a program. An evaluation should select which specific elements to evaluate, as evaluating the entire program at once would be impossible.
The chapter outlines three types of evaluation questions - effort, effectiveness, and efficiency. Effort questions relate to inputs and activities, effectiveness questions relate to outputs and outcomes, and efficiency questions relate to costs and benefits. It also discusses process evaluations, which focus on inputs and activities, and outcome evaluations, which focus on outcomes and goals. The document provides guidance on using a logic model to develop evaluation questions to focus an evaluation.
This handout is connected to the Mentoring Program Evaluation & Goals webinar from Monday, May 16, 2011, as part of the free monthly webinar series from Friends for Youth's Mentoring Institute.
The document summarizes an Islamic vacation course on proposal writing. It provides an agenda that includes defining what a proposal is, the different types of proposals, and samples of proposals. It also outlines how to write an effective proposal, including clearly stating the problem, objectives, solutions, budget, and deliverables. The course is intended to deepen students' understanding of proposal writing and how to write proposals effectively.
Workbook for Designing a Process Evaluation MoseStaton39
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 ...
Workbook for Designing a Process Evaluation .docxAASTHA76
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 .
Workbook for Designing a Process Evaluation MikeEly930
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 ...
The document discusses the importance of ongoing program development to meet member needs and retain membership, outlining a 5-step process of assessing member and community trends, innovating new ideas, designing programs, implementing programs, and evaluating their success. It emphasizes understanding member perspectives through data collection, benchmarking other organizations, and generating new program concepts to engage members. Effective program development requires balancing members' expectations with organizational resources and constraints.
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.
Capability Building is one of the Top most strategic priority for an organization. Being of so much importance, there is no wonder on the various measures that an organization take for enhancing capabilities. With this presentation a small effort is made to understand the effectiveness of these measures. The various problems around the same are discussed along with the Vision, Principles and framework that can be used to resolve the same.
CommunicationsMarketing guide final versionAnnie Horton
The document provides guidance on developing marketing and communications plans, including how to create a communications plan, social media marketing plan, and press releases. It offers tips on conducting analyses, setting objectives and goals, identifying target audiences, and creating content calendars and evaluation methods. Sample plans, press release formats, and press release content are provided as examples.
The document proposes revisions and expansions to the evaluation plan for the Relationship Remix workshops program at the University of Michigan. It suggests revamping the program objectives, creating a logic model, broadening the process evaluation, and broadening the impact evaluation. For the process evaluation, it recommends evaluating additional components such as context, recruitment, fidelity, dose delivered, dose received, and reach using both quantitative and qualitative methods like surveys, attendance tracking, and focus groups. For the impact evaluation, it proposes a new design and revising the evaluation tools to align with the revised objectives. The goal is to conduct a more comprehensive evaluation to better understand the program's effectiveness and areas for improvement.
How to Create a Program Management PlanGaurav Amatya
When we think of managing, we always think about project management. Just as project management is an important aspect of developing any project, program management is equally important when dealing with multiple arrays of projects.
A good program management plan helps you effectively execute several projects at once.
Note: If any of the embedded links do not work on the slide, you can always visit the link below.
To Learn More if You’re Interested: https://bit.ly/38dYqnX
Social work: Crafting Goals and Objectivesbernie3524
This document discusses the importance of clearly defining goals and objectives when developing new programs or interventions. It emphasizes that goals and objectives should be crafted during the planning stage and should address key questions like what the program aims to accomplish and how it will help clients. Goals should be measurable, logically linked to identifying client needs and problems, and connected to how the program will be implemented. Clearly articulating goals and objectives provides direction for the program and a framework for evaluation to assess effectiveness.
2Interdisciplinary Plan ProposalWrite a brief introductio.docxstandfordabbot
2
Interdisciplinary Plan Proposal
Write a brief introduction (2 to 3 sentences) to your proposal that outlines the issue you are attempting to solve, the part of the organization in which the plan would be carried out, and the desired outcome. This will set the stage for the sections below.Objective
Describe what your plan will do and what you hope it will accomplish in one or two succinct sentences. Also, comment on how the objective, if achieved, will improve organizational or patient outcomes. For example:
Test a double-loop feedback model for evaluating new product risk with a small group of project managers with the goal of reducing the number of new products that fail to launch. This objective is aligned to the broader organizational goal of becoming more efficient taking products to market and, if successful, should improve outcomes by reducing waste.Questions and Predictions
For this section ask yourself 3 to 5 questions about your objective and your overall plan. Make a prediction for each question by answering the question you posed. This helps you to define the important aspects of your plan as well as limit the scope and check its ability to be implemented.
For example:
1.
How much time will using a double-loop feedback model add to a project manager’s workload?
a. At first, it will likely increase their workloads by 5 to 10 percent. However, as the process is refined and project managers become more familiar and efficient, that percentage will decrease.Change Theories and Leadership Strategies
For this section, you may wish to draw upon the research you did regarding change theories and leadership for the Interview and Interdisciplinary Issue Identification assessment. The focus of this section is how those best practices will create buy-in for the project from an interdisciplinary team, improve their collaboration, and/or foster the team’s ability to implement the plan. Be sure that you are including at least one change theory and at least one leadership strategy in your explanation. Always remember to cite your sources; direct quotes require quotation marks and a page or paragraph number to be included in the citation.
Another way to approach your explanations in this section is to think through the following:
· What is the theory or strategy?
· How will it likely help an interdisciplinary team to collaborate, implement, and/or buy in to the project plan?
· Make sure to frame this explanation within the organizational context of the proposed plan, that is, your interviewee’s organization.Team Collaboration Strategy
In this section, begin by further defining the responsibilities and actions that represent the implementation of the plan. One strategy to defining this is to take a “
who,
what,
where, and
when” approach for each team member.
For example:
·
Project Manager A will apply the double-loop feedback model on one new product project for .
Similar to Setting Program Evaluation Goals - Peel Region Evaluation Platform (20)
Monitoring Health for the SDGs - Global Health Statistics 2024 - WHOChristina Parmionova
The 2024 World Health Statistics edition reviews more than 50 health-related indicators from the Sustainable Development Goals and WHO’s Thirteenth General Programme of Work. It also highlights the findings from the Global health estimates 2021, notably the impact of the COVID-19 pandemic on life expectancy and healthy life expectancy.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Working with data is a challenge for many organizations. Nonprofits in particular may need to collect and analyze sensitive, incomplete, and/or biased historical data about people. In this talk, Dr. Cori Faklaris of UNC Charlotte provides an overview of current AI capabilities and weaknesses to consider when integrating current AI technologies into the data workflow. The talk is organized around three takeaways: (1) For better or sometimes worse, AI provides you with “infinite interns.” (2) Give people permission & guardrails to learn what works with these “interns” and what doesn’t. (3) Create a roadmap for adding in more AI to assist nonprofit work, along with strategies for bias mitigation.
RFP for Reno's Community Assistance CenterThis Is Reno
Property appraisals completed in May for downtown Reno’s Community Assistance and Triage Centers (CAC) reveal that repairing the buildings to bring them back into service would cost an estimated $10.1 million—nearly four times the amount previously reported by city staff.
3. Identify Reasons to EvaluateStep 1:
As a team, discuss the various reasons your organization would
have to conduct an evaluation then decide on your top three.
1
2
3
We are evaluating our program in order to:
4. Challenge Assumptions & Perceived Barriers
1
Get each person to take a few minutes to write down
two or three ideas about what makes them
uncomfortable about evaluating their program.
Step 2:
5. Challenge Assumptions & Perceived Barriers
2
Each person can share their top assumptions and
determine the truth and inaccuracies about these
concerns.
Step 2:
A: What is true?
B: What is false?
C: What is uncertain?
6. Challenge Assumptions & Perceived Barriers
3
Establish the aspects of these concerns that are myths.
In a clearly written statement, provide a response that
dispels these concerns.
Step 2:
7. Define Program Goals
Divide a sheet of paper or white board into two
columns and brainstorm specific goals.
Remember that short-term goals should be
realistic and specific.
Step 3:
Short Term Goals Long Term Goals
Tip: if you’ve already got program goals as part of your
strategic or operational plan, simply put them in the
appropriate column
When planning
an evaluation, it
helps to think
about short and
long term goals
of the program.
8. Question Evaluation Type
Is there concern about the extent to which programs or services are
working as they are taking place?
Formative
Do specific areas of a program need to be looked at to determine where
improvements can be made to help make it better?
Formative
Is there a specific problem in the functioning or implementation of the
program that needs to be addressed immediately?
Formative
Do you want to know if program objectives were met? Summative
Is there a needed improvement and modification of the overall structure of
the program?
Summative
Do you want to know the overall impact of the program? Summative
Do you want to determine what resources are needed to address the
program’s weaknesses?
Summative
What Type of Evaluation Should We Conduct?Step 4:
Check the questions your organization is interested in answering:
9. Definitions
Formative Evaluation
Used to asses a program during its
development in order to make early
improvements.
It can also help to refine or improve a
program.
Summative Evaluation
Used to assess program effectiveness.
Conducted after the completion of the
program design.
For more evaluation definitions, visit PREP’s Lingo page:
https://peelevaluates.ca/lingo/
10. The story we want our data to tell Qualitative Quantitative
e.g. The number of new immigrants in our job program who went on to find
meaningful employment in comparison to the rate of employment for new
immigrants who did not participate in our program.
X
e.g. The degree to which our homework help program improved the grade
averages of our participants. X
Do We Need Quantitative or Qualitative
Data or Both?
Step 5:
What story do we want our evaluation to reveal from the analysis of data?
11. Completing these steps will help you and your team understand
more about evaluation and set the stage for planning and
evaluation.
For more information, check out the evaluation resources toolkit
on: https://peelevaluates.ca/resources-prep/
Adapted from: http://toolkit.pellinstitute.org/wp-
content/uploads/2009/12/Evaluation-101-Worksheet1.pdf