The role of the evaluator in insuring utilization and quality of evaluation results is discussed. Topics covered include a utilization-focused vision of accountability, overcoming staff fears of evaluation, eliciting the right information from users, situational responsiveness, and advocacy. (TJH)

Based on experience with a large public organization dedicated to transportation and economic development, an evaluation group manager provides insights into evaluation utilization. Motives, objectives, and impacts of evaluation are discussed; and a model of the evaluation universe is provided. (TJH)

A survey was sent to members of the Evaluation Use Topical Interest Group (TIG) to determine their perceptions about and experiences with evaluation use. Responses from 282 members show agreement on the major purposes of evaluation and an increased use of performance-results oriented and formative evaluations. (SLD)

Steps in presenting evaluation recommendations are outlined. The steps include the following: the development of effective recommendations, the presentation of effective recommendations, and the effective following up of recommendations. (TJH)

Literature on evaluation use since 1986 was reviewed. Developments in this period include the rise of considerations of context as critical to understanding use; identification of process use as a consequence of evaluation; expansions of conception of use from individual to organizational levels; and diversification of the evaluator's role. (SLD)

Promotion of evaluation as a profession in Australia and New Zealand is discussed. The profession is challenged to make a commitment to utility, quality products and processes, and the development of skilled, trained professionals. Ways of overcoming barriers to the establishment of evaluation as a profession are outlined. (TJH)

A Chapter I evaluator reflects on developments in her role within the Title One/Chapter One Program through five phases. The phases were characterized, successively, by broad acceptance, defensiveness, indifference, negativity, and openness to criticism. (TJH)

Results of a survey of 564 Canadian and American evaluators and evaluation project descriptions provided by a subsample of 348 evaluators indicate that evaluators support a utilization-focused, stakeholder service orientation and think that maximizing evaluation use is a primary responsibility of evaluators. (SLD)

Developmental evaluation is proposed as a term to describe certain long-term partnering relationships with clients who are, themselves, engaged in ongoing program development. Rather than a model, developmental evaluation is a relationship founded on a shared purpose and is a way of being useful in innovative settings. (SLD)

The construct "multicultural validity" is proposed as the vehicle for organizing concerns about pluralism and diversity in evaluation and as a way to reflect on the cultural boundness of evaluation. It should be conceptualized as a central dimension of validity and a viable focus of concern in evaluation theory. (SLD)

How policy is developed and how evaluators can participate in the process are discussed, focusing on federal evaluators. The strongest weapon of an evaluator is a short, easy-to-read report with a simple, compelling message. Federal policy evaluators must learn to be content with slow gains. (SLD)

Anecdotal evidence from interviews with some program managers gives evidence that unintended negative consequences of evaluations are more than a theoretical concern; they are a real problem deserving an evaluator's attention and energy. Negative consequences usually include: (1) wasted resources; (2) demotivation; and (3) program destruction and…

Responses of 246 internal and external evaluators about reporting and communicating results show that most use traditional reporting formats, are only moderately satisfied with reporting efforts, recognize many constraints to reporting, and consider high stakeholder involvement essential to effective evaluation. (SLD)

Based on experiences in conducting program evaluations for the Canadian Federal Government, an evaluator addresses reconciliation of the information needs of managers and accountability. External and internal accountability are covered. Using the perspectives of both line managers and senior managers, means of resolving pertinent issues are…

The evaluation course content of graduate programs in public affairs and administration programs was studied with 140 master's degree programs. Most (85%) programs provide at least one evaluation course, and evaluation is a core requirement in 49%. Courses are more likely to focus on outcomes and policy impact than management. (SLD)