How to Coach Yourself and Others Techniques For Coaching | Page 70
Strengthening evaluation demand. Ensuring that there is an
effective and well-managed demand for evaluations.
Strengthening evaluation supply. Making certain that the skills and
competencies are in place with appropriate organizational support.
Institutionalizing evaluations. Building evaluation into policymaking systems.
Why development agencies should want to develop in-house, selfevaluation capacity is patently clear.
Stronger evaluation capacity will help them
Develop as a learning organization.
Take ownership of their visions for poverty reduction, if the
evaluation vision is aligned with that.
Profit more effectively from formal evaluations.
Make self-evaluations an important part of their activities.
Focus quality improvement efforts.
Increase the benefits and decrease the costs associated with their
operations.
Augment their ability to change programming midstream and
adapt in a dynamic, unpredictable environment.
Build evaluation equity, if they are then better able to conduct
more of their own self-evaluation, instead of hiring them out.
Shorten the learning cycle.
Figure 2 poses key questions concerning how an organization may
learn from evaluation, combining the two elements of learning by
involvement and learning by communication. It provides the context
within which to visualize continuing efforts to increase value added
from independent evaluation, and underscores the role in internal
evaluation capacity development. It also makes a strong case for more
research into how development agencies learn how to learn
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