We are currently moving our web services and information to Canada.ca.

The Treasury Board of Canada Secretariat website will remain available until this move is complete.

Evaluation Guidebook for Small Agencies


Archived information

Archived information is provided for reference, research or recordkeeping purposes. It is not subject à to the Government of Canada Web Standards and has not been altered or updated since it was archived. Please contact us to request a format other than those available.

Archived

This page has been archived on the Web.

 

Section Six: Using Evaluations

 

 

This section covers

  • developing a communications strategy;
  • guidelines for effective communication of evaluation results;
  • mechanisms for communicating findings;
  • communicating to managers and stakeholders; and
  • using evaluation findings – managing an action plan.

 

A successful evaluation is one that is used. Communications is an essential tool that can directly influence the application of results generated from evaluations. The adaptation of lessons learned and recommendations from evaluation findings increase with an efficient and systematic communication strategy.

In this section, strategies for communicating and using evaluation findings will be highlighted. Strategies for enhancing utilization of findings will also be discussed.

6.1  Communicating Evaluation Findings

 
Developing a communications strategy is a good first step in communicating evaluation findings. You may want to consider the following steps when developing a communications strategy:

  • What is the purpose of the communication about the evaluation?
  • Who are the target audiences? What are the key messages of the evaluation? Who needs to know what?
  • How can each audience best be reached?
    • What are their information needs?
    • What will the audience relate to and understand?
  • How will you share sensitive or negative results?
    • Present the positives with the negatives.
    • Foster a problem-solving approach.

 


Guidelines for Effective Communication of Evaluation Results

  1. Communicate results to key stakeholders; first, to those who are key decision-makers and then to other stakeholders.
  2. Present findings to stakeholders in person.
  3. Make report available in both official languages.
  4. Frame information and results according to information needs and to facilitate decision-making.
  5. Involve stakeholders throughout evaluation – this helps to avoid unnecessary surprises at the reporting stage.
  6. Communicate sensitive information with care.

 

How do you Communicate the Findings?

Consider some or all of the following:

  • detailed written report;
  • executive summary;
  • brochure on lessons and recommendations;
  • annual report;
  • other strategic documents (e.g., Departmental Performance Reports);
  • organizational newsletter;
  • public meeting;
  • lessons learned seminar, workshops; and
  • e-mail or Internet.

 

6.1.1  Communication to Managers

Communication of results to managers should consider their unique information and decision-making needs. Communications may focus on

  • the overall performance of the program;
  • reasons why program is achieving or not achieving results;
  • managerial performance;
  • levels of employee and/or client and stakeholder satisfaction; and,
  • missed targets or achievements including reasons for these findings.

Managers need a clear idea of the perspectives and opinions of different stakeholder groups. It is therefore important to report findings according to these various groups.

It may also be advisable to provide preliminary findings to program managers via a presentation. A presentation can offer the evaluator with additional information to more effectively communicate the findings and can also help prepare the management response to the evaluation.


6.1.2  Communication to Stakeholders

Stakeholder groups can include the public, special interest groups, partners, third party deliverers, other federal government departments and agencies, and provincial or municipal governments.

Stakeholders may want information with respect to the program or project's broader impact (e.g., on society) and value for money. They may also be interested in understanding the relationship of the project to overall government goals and activities (e.g., are there duplications?)

Appropriate strategies for widely disseminating results to stakeholders can include general meetings, seminars, conferences, Web sites, and annual reports.

6.1.3  Communication to Senior Managers [8]

Generally, senior managers require more "high-level" strategic information. Senior managers require an understanding of how the findings relate to strategic objectives. Any concerns with respect to legislation, regulations, and policy should be promptly communicated to this group. Findings relating to values and ethics of the organization may also be given emphasis when communicating to this group.

Remember that evaluations are generally submitted to the evaluation committee for approval.

6.2  Using Evaluation Findings

Remember the evaluation and program management cycle presented in Section Two? An effective feedback system needs to be incorporated within the program or project management cycle. Ideally, evaluation findings should be used to make informed decisions. In practice this may not happen. Why?

Sometimes lack of use relates to poor communication of the evaluation findings. At other times, the evaluation report may lack relevance to the manager's information and decision-making needs.

Effective strategies for use of evaluation reports begin in the planning stage. A good evaluation design needs to correspond with information needs. It will be easier to communicate and use results within the Agency if the evaluation questions are of relevance to decision makers.

Management Action Plan

An effective management response to the evaluation report is also a critical step in ensuring that the evaluation is used. The action plan should adequately address the findings and recommendations of the report. The plan should identify the required action, timelines and who is responsible for carrying out the action. The head of evaluation may play a role in monitoring the implementation of an action plan.

Checklists  Checklist for Strategies to Ensure that Evaluations are Used

Considerations

P

1.  Recommendations should be clear, explicit, and feasible.

 

2.  Consider timing of report. The evaluation report should be completed prior to important decisions or planning activities.

 

3.  Link findings to planning activities. Relevant evaluations can be reviewed before new projects or activities are planned.

 

4.  The management response or action plan adequately addresses findings and recommendations.

 

5.  The action plan describes what will be done, when, and who will do it.

 

6.  Consider tabling action plans with or soon after evaluation reports.

 

7.  Consider posting evaluation reports on agency Web site.

 

8.  Include findings in strategic reports (e.g., annual reports can be a useful way of sharing results since they present important information in relation to specific themes).

 

9.  Findings and recommendations may be summarized according to useful categories or themes.

 

10.  Arrange meetings or seminars with the various stakeholders either during the evaluation work or after to share evaluation results.

 

11.  Prepare thematic reports on the basis of evaluations and reviews.

 

12.  Reports of this type typically contain high-level information and consequently may appeal to decision makers.

 

13.  Prepare and publish summaries of major evaluations and reviews for wider distribution.

 

14.  Use of databases can also facilitate the exchange of information on various topics.

 

15.  Consider linkages to training. Develop training manuals, tools, checklists of lessons learned or best practices and circulate accordingly.

 

16.  Identify, disseminate, and apply lessons learned from best practices to ongoing training, leadership, and policy development activities.

 

17.  Best practices can be consolidated on a Web site or published in a document.

 

 

Key References

Annie E. Casey Foundation, Baltimore, MD. Getting Smart, Getting Real: Using Research and Evaluation Information to Improve Projects and Policies , September 1995. http://www.aecf.org/publications/data/getsmartgetreal.pdf

National Institute of Justice, Washington, D.C. Using Evaluation Findings for Decision Making , 1989. http://www.bja.evaluationwebsite.org/guide/documents/chapter_5_nij_guide.htm

National Institute of Law Enforcement and Criminal Justice, Washington, D.C. Achieving Utilization of Evaluation Findings , 1975. http://www.bja.evaluationwebsite.org

Treasury Board of Canada Secretariat. Evaluation Policy and Standards , 2001.

UN-HABITAT. Monitoring and Evaluation Guide , 2003.

 



Date modified: