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Developing a strategic evidence base and using existing knowledge

Developing a strategic evidence base and using existing knowledge. Jennifer Colwell & Dave Wolff CUPP, University of Brighton. A practical approach to improving your evidence base.

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Developing a strategic evidence base and using existing knowledge

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  1. Developing a strategic evidence base and using existing knowledge Jennifer Colwell & Dave Wolff CUPP, University of Brighton

  2. A practical approach to improving your evidence base Session is mainly aimed at small third sector organisations with no budget to commission research. Questions to consider: • Is research possible/cost effective? • What approach is right for you? • Quantitative v qualitative. “Taking Account” as example http://www.cvsectorforum.org.uk/takingaccount • Local multiplier (LM3). “Eleven Plus to one” as example http://www.brighton.ac.uk/cupp/resources/11plus.htm • Monitoring and evaluation – a day to day approach to building your capacity which we will explore • Start with end in mind – who needs to know what? Cupp helpdesk offers a free service to help you scope your research – contact Polly p.v.rodriguez@brighton.ac.uk

  3. Dissemination – begin with the end in mind • Once you have your information what do you do with it? • Who do you want to inform? • How do you build interest from those you want to influence/inform • Who needs to know? • What is your relationship? • What is your link with ‘strategic’ organisations? • How can you use existing networks?

  4. Monitoring and Evaluation • Should be • Specific • Measurable • Achievable • Realistic • Timed • Clear

  5. Monitoring • Monitoring is the gathering and recording of information about an intervention, programme or system. It can be numerical, e.g. people taking a programme of learning, or non-numerical, e.g. record of what was done in a particular meeting • (adapted. FESC, 1980)

  6. Evaluation • Evaluation is a process of collecting and communicating information and evidence for the purpose of informing judgement and ascribing value to a particular intervention or programme. It must be accurate, relevant, fair, useful and credible. Where evaluation becomes or is seen as an end in itself and is not clearly related to action already undertaken, envisaged or planned, it is understandable that its value should be challenged(FESC, 1980)

  7. Take 5 minutes • Do you currently monitor your activity and impact? • Do you currently evaluate your activity and impact? • What are the barriers to you conducting evaluation?

  8. Issues raised & Why Evaluate?

  9. What to include • Who do you want to inform? • What values do you hold ? • What are your objectives and targets? • What monitoring data can you gather?

  10. System of Evaluation

  11. Take 5 minutes • Which of the processes of evaluation do you currently undertake? • What could you add to your current systems to increase the monitoring and evaluation you do?

  12. 3 significant things to feedback??

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