Managing Stakeholder Relations in Multi-site, Multi-layered Evaluations
| Author | Robert Carbines,Tim Wyatt,Leone Robb |
| DOI | 10.1177/1035719X0500500106 |
| Published date | 01 September 2005 |
| Date | 01 September 2005 |
33
Wyatt, Carbines and Robb—Managing stakeholder relations
stakeholder relations
Managing stakeholder
relations in multi-
site, multi-layered
evaluations
Tim Wyatt
Robert Carbines
Leone Robb
Introduction1
The successful evaluation of large complex multi-site and multi-layered programs
requires more than the development of a robust methodological design. It requires careful
consideration of issues including the style of operation of the evaluators as well as beliefs
about the roles, rights and responsibilities, and therefore the information needs of the diverse
stakeholders in such evaluations.
Patton (1997) observed that the solution to increasing evaluation
usefulness lies not in piecemeal wisdom as expressed in evaluation proverbs
and provisos, or in lists of tricks of the trade. Conducting successful
evaluation studies that infl uence decision-making, he argues, requires a
comprehensive approach—one that is focused from the beginning on adding
value to all stakeholders—rather than on meeting statutory requirements
to ‘do an evaluation’. To achieve this focus requires understanding
that the ultimate acceptance of evaluation fi ndings, conclusions and
recommendations, is affected by every aspect of the evaluation, from its
initial conceptualisation, to strategies adopted for data gathering and
analysis, interpretation, and communication of the results.
This thinking underpins a utilisation-focused approach often demanded
by government-sponsored evaluations. These concepts must be more than an
abstract intellectual activity, the goals and roles of the evaluation must drive its processes.
The key to the success of evaluations, in our view, is not in the methodological
sophistication of the study design, or the ‘glitziness’ of the processes and products used to
disseminate fi ndings. The key to success resides in the quality of the relationships developed
with stakeholders before and during the evaluation. As Patton (1997) concludes:
the potential for enhancing utilisation lies less in its capacity for rationalising decision
making, than in its capacity to empower the users of evaluation information.
The paper discusses how this philosophy was implemented in a recent evaluation of the
fourth quadrennium of the Supported Accommodation Assistance Program (SAAP IV)2. This
program, which is described in more detail below, is a comprehensive vehicle for responding
to homelessness in Australia. It is a jointly shared initiative of the Australian (national)
and state governments, and involves more than 1200 non-government and community
organisations in the delivery of services. The program serves nearly 100,000 people annually
and has an annual budget of around A$300 million. The evaluation employed a number
of innovative approaches to ensure appropriate engagement of stakeholders at different
Tim Wyatt (top left) and
Robert Carbines (top right)
are partners in Erebus
International, Sydney.
Leone Robb (bottom) is
Senior Associate with
Erebus International.
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