《质量及使用导向的管理》.ppt

* * As mentioned before, the planning process is iterative and it will take time to determine the best way to conduct the evaluation. As you develop your design, you may find out that some of your assumptions were incorrect. Alternatively, you may be able to state very specifically where the data are: for example, agency report # 2001 issued May 1998 has the data you need. Even if you do not feel you have enough information to fill out all the columns, an evaluation design can still be enormously valuable for clarifying the main steps involved, and for communicating these to others. * According to the Planning and Managing an Evaluation website from the UNDP: It is always good to have written TOR. The TOR serves as the basic tool for an evaluation manager to ensure the high quality of the exercise at different points - from the time the evaluation team is organized to the time that the exercise itself is conducted and the final report is prepared. Of course, the TOR has to be well written, emanating from consultations with evaluation stakeholders and clearly directed at some very specific issues[1]. [1] UNDP, Planning and managing an evaluation: /eo/evaluation_tips/evaluation_tips.html * In this first phase, Greer identifies three of the 20 actions. 1. Demonstrate project need and feasibility. 2. Obtain project authorization. 3. Obtain authorization of the phase. Most projects begin by confirming that there is a need for the project. For evaluation projects, this is usually the beginning of the terms of reference (TOR). TOR were covered in Module 3, Initial Planning of an Evaluation. The second action in Greer’s initiation is authorization. In evaluations, you will probably need to get a “go or no go” decision by the stakeholders. You agree to the terms of reference and the stakeholders “sign off” on the TOR. The last action in this phase is to authorize that the initiation phase is complete and work can begin on the planning phase. For evaluations, this step