Difference between revisions of "Internal Evaluation"
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| − | {{Term|INTERNAL EVALUATION|Focuses on evaluating an organization’s own programmes using its own evaluators. The following characteristics distinguish internal evaluations from external evaluations: | + | {{Term|INTERNAL EVALUATION|Focuses on evaluating an organization’s own programmes using its own [[Evaluator|evaluators]]. The following characteristics distinguish internal evaluations from [[External Evaluation|external evaluations]]: |
#Responsibility for internal evaluation lies with the organization itself and should be viewed as an essential management tool. | #Responsibility for internal evaluation lies with the organization itself and should be viewed as an essential management tool. | ||
#Internal evaluations address issues that concern managers, staff, and clients of the organization. External evaluations on the other hand, are typically the concerns of persons external to the organization | #Internal evaluations address issues that concern managers, staff, and clients of the organization. External evaluations on the other hand, are typically the concerns of persons external to the organization | ||
#Internal evaluators are accountable to the organization(s) they evaluate while external evaluators are independent of the organization they are evaluating. | #Internal evaluators are accountable to the organization(s) they evaluate while external evaluators are independent of the organization they are evaluating. | ||
| − | The strength of internal evaluations lies in the fact that, internal evaluators build relationships over time thus reducing the fear and anxiety often associated with external evaluations. They can also be a valuable corporate resource by communicating evaluation findings, supplying crucial information for strategy planning and policy decisions, creating a "corporate memory" and building an evaluation culture. <ref>Love, Arnold in Mathison, Sandra. Encyclopaedia of Evaluation, pp 206, Ed. University of British Columbia. Thousand Oaks, CA: Sage Publications, 2005.</ref><ref>[http://www.oecd.org/dataoecd/29/21/2754804.pdf Organization for Economic Co-operation and Development (OECD) / Development Assistance Committee (DAC). Glossary of Key Terms in Evaluation and Results Based Management, pp 26. Paris, 2002.]</ref> }} | + | The strength of internal evaluations lies in the fact that, internal evaluators build relationships over time thus reducing the fear and anxiety often associated with external evaluations. They can also be a valuable corporate resource by communicating evaluation [[Finding|findings]], supplying crucial information for strategy planning and policy decisions, creating a "corporate memory" and building an evaluation culture. <ref>Love, Arnold in Mathison, Sandra. Encyclopaedia of Evaluation, pp 206, Ed. University of British Columbia. Thousand Oaks, CA: Sage Publications, 2005.</ref><ref>[http://www.oecd.org/dataoecd/29/21/2754804.pdf Organization for Economic Co-operation and Development (OECD) / Development Assistance Committee (DAC). Glossary of Key Terms in Evaluation and Results Based Management, pp 26. Paris, 2002.]</ref> }} |
Revision as of 09:39, 26 July 2011
 INTERNAL EVALUATION |
Focuses on evaluating an organization’s own programmes using its own evaluators. The following characteristics distinguish internal evaluations from external evaluations:
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References
- ↑ Love, Arnold in Mathison, Sandra. Encyclopaedia of Evaluation, pp 206, Ed. University of British Columbia. Thousand Oaks, CA: Sage Publications, 2005.
- ↑ Organization for Economic Co-operation and Development (OECD) / Development Assistance Committee (DAC). Glossary of Key Terms in Evaluation and Results Based Management, pp 26. Paris, 2002.