Program Evaluation

Olusanya Oyeyemi

Walden University

MMSL 6150

Dr. Raymond Williamson

15 April, 2016

Abstract

The brief summary of specific changes expected in my organization when the problem I am addressing is solved and the tool to assess the effectiveness of my solution after implementation.

Program Evaluation

The specific change I am expecting in my organization is a change in the attitude of top management toward partnering with a foreign company. The change in attitude will lead to action on how to get the right company to partner with, and after finding one we move forward to the negotiation of collaboration by standardizing our company to attract more and better projects. And, we will share resources and projects to compensate for down periods and continuity of jobs. This collaboration will enhance tactical investment on facilities because expensive tools like diving equipment, maintenance Ship can be jointly financed by partners.

Tool for evaluation to assess the effectiveness of solution after implementation: Outcome evaluation has inputs, activities/processes, outputs, and outcomes.

• Inputs: These are materials and resources that the program uses in its processes, to serve clients. E.g. Staff, Ship, Facilities, and Equipment.
• Activities: These are the activities or processes, that the program undertakes with/to the client in order to meet the clients’ needs, e.g. offshore maintenance, Drafting Jobs, and Staffing contracts.
• Output: These are the units of service regarding the program,  e.g. company considered for collaboration, stage/level of collaboration, starting time, legal consideration, Adjustment of necessary documents and sharing of personnel.
• Outcome: These are actual inputs/benefits for participants. E.g. more green field projects, continuous flow of projects, sharing of facilities, expensive equipment, and software.
• Outcome target: These are the number and percent of desired projects to keep the companies running.
• Outcome indicators: These are observable and measurable “milestone” toward an outcome target. These are what can be read or hear that would indicate progress. For example, win 8 projects out of 10 bids, sharing of professional personnel across the globe and co-financing expensive equipment.

At the end:

·       Decide whether the risk of partnering worth it.

·       Identify the primary audience as the top management

·       Find the kinds of information needed as those that will lead to the evaluation of pros and cons of partnering an organization. E.G. chances of more jobs, international opportunities, and losing managerial seats to partnering company.

·       Show where to get information and how which are by making inquiries from other companies that have partners before us or direct enquiries from the targeted company for the condition of partnering and benefits.

·       Identify the available resources as experienced professionals within our organization that has gone through partnering in their previous organizations. Other available resources are suggested companies for partnering that we had done one or two projects together in the past.

·       Show how to report information in a useful fashion.

Reference

McNamara, C. (2008). Basic guide to outcomes-based evaluation for nonprofit

            organizations with very limited resources. Retrieved from

            http://managementhelp.org/evaluation/outcomes-evaluation-guide.htm