Decide how best to improve program operations (e.g., increase efficiency of operations via streamlining, refining, or redesigning organization functions).Decide to incorporate evaluation results data into the overall communication effort, such as to support the organization's "brand" messaging and its communication of value proposition to appropriators, stakeholders, and others.Hold / suspend an activity for a period of time to re-evaluate.ĭecisions to Communicate Program Strategy and Value.Decide on whether to continue program elements or the program and at what level of effort, including replicating program components found to be most cost-effective. Making informed decisions on childbirth: One scientists international perspective Vantiers PhD, Sofie on.Eliminate activities that have proven ineffective and drop delivery components determined to not be cost-effective.Decide how to fund and allocate, or reallocate program resources to best achieve program research, or serve key markets and intended customers.Target new or different markets, customers, or business organizations and allies.Adjust program goals or objectives revise objectives to make them more realistic.Decide whether new technologies or efficiency practices should be added to the program.ĭecisions to Revise Program Goals and Strategy.Whether to modify or make timely adjustments to the program design or implementation to improve the rate, or quality, of program achievement relative to the resources committed. Program evaluation can provide essential information to inform every decision in an organization’s programs and operations, including revisions to strategic goals, resource allocation, program modification, redesign, implementation, and policymaking. Evaluative information should be available to inform decisions made during the critical planning, budgeting, implementation, analysis, and communications cycles of the program. Evaluation activities support decision-making that can contribute to efficient and effective management of energy programs.
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