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Integrating Evaluation & Learning in Foundations Amidst Organizational Changes (Eval 2015, Session 1289)

Jamie Schenker, The California Wellness Foundation Rosanna Tran, The California HealthCare Foundation Session Abstract: Executive leadership transitions, establishing and implementing new strategies, and changes in organizational structure are a part of all foundations’ lifecycles

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Focus Search - Hernández, MD New Goals (March 2015):  Informing Decisionmakers  Improving Access for Low-Income Californians  Ensuring High-Value Care Changes in organization and strategy 23 The California HealthCare Foundation www.chcf.org The California Wellness Foundation www.calwellness.org  Addition of “Chief Learning Officer” position  Outcome-focused goals  Emphasis on learning Implications of organizational changes for evaluation & learning Rosanna Tran Learning & Evaluation Officer Marian Mulkey,  Chief Learning Officer 24 The California HealthCare Foundation www.chcf.org The California Wellness Foundation www.calwellness.org Before After What?


Library Entry
Multipaper Session 891 How Nonprrofit Organizations Can Build and Sustain Capacity for Evaluation

Evaluation Capacity Building With Community-Based Organizations: Results of a Yearlong Planning Process and Curriculum As funders continue presenting grantees with reporting requirements of increasing scope and complexity, it is essential that nonprofit agencies have appropriate expertise and capacity to build meaningful evaluation into their work. Many community-based organizations, however, lack such capacity

Evaluation 2009 Presentation Shanker, Reich, Pejsa & King-ECB.pdf


Library Entry
From Problem to Prototype: Applying Design Thinking to Organizational Learning (Evaluation 2015, Session 1414)

Session 1414, Evaluation 2015: Design Thinking for Exemplary Evaluation: Three Examples of Design for Evaluation and Organizational Learning While the other presenters in the panel will describe the application of design thinking to program evaluation, this presentation will focus on a distinct but related topic: the use of design thinking for organizational learning in a foundation setting

RTran_DT_SummaryAndSlides.pdf


Library Entry
Mainstreaming Evaluation Into an Organization's Learning Culture (AEA 2001 session)

Where do evaluation and evaluative thinking show up in an 'organizational learning culture'? This presentation from AEA 2001 looks at the three different levels of organizational culture and asks, Where does evaluation fit into the concept of the learning organization? And, What have we learned from the research on organizational culture change that can help us figure out how best to embed evaluative thinking, evaluative practice, and evaluation systems, policies and tools into mainstream organizational life?

olcult.pdf



Library Entry
Eval11 Session 867: Knowledge Creation in Healthcare Organizations as a Result of Individual's Participation in the Executive Training in the Use of Evidence Informed Decision Making

Evaluations of attemps to improve the use of evidence informed decision making in healthcare organizations have focused on impact on individual skills and knowledge and failed to grasp how learning processes occur in the organizations. We conducted a research project on the organizational impact of two programs aiming at developing capacity and leadership to optimize the use of evidence in decision making . To guide our evaluation, we developed a logic model based on Nonaka Dynamic Theory of Organizational Knowledge Creation

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Focus Search - When people internalize new knowledge, it becomes part of their tacit knowledge. we were looking for: changes in the practice of EIDM in organizations, whereby individuals other than the EXTRA fellows and SEARCHers employed EIDM we observed: adoption of attitudes towards EIDM but no transfer of skills Transfer process Utility of process Contextual conditions Internalization A first step towards routinization of the use of EIDM Learning processes and practices Skills and knowledge resources in the organization Organizational upheaval Chief executive officer leadership 3