Como você pode criar um relatório de avaliação de programa acionável?

When creating a program evaluation report, it is essential to follow a logical structure that clearly communicates the evaluation's findings, recommendations, and implications. Follow this step-by-step guide to create an actionable report. Begin by clearly stating the purpose of the report, including the program being evaluated and the scope of the evaluation. Define the key questions that will be addressed. Detail the research methods and data sources, including data collection processes such as surveys, interviews, document analysis, and statistical methods.

In my experience, I would actually go even further back: what was the programme's original purpose? Is there an agreement? Often, especially for multiyear programmes, the original purpose evolves through its life. Therefore, before even starting the evaluation, it is necessary to set whether the success criteria have been met or not, or whether the outcome is substantially different from the programme kick-off.

A logical framework is important: assessments have to be black or white. People in programme management have to deal with uncertainty and "greyness" throughout a project, but in the end, it is necessary to take stock of the results. Whether it is building a bridge or an organisational culture change programme, its results need to be as clear as possible.

In my experience, in these cases, the rule of 3, well, rules! More than three issues can bring about a lack of focus in the remediating actions. Moreover, findings need to be grouped in themes with specific proposed actions. Following these recommendations, it is important to have a healthy debate with the programme team whether the proposed actions are reasonable, or whether there are better options.

With key findings, identify areas for improvement or barriers to success. Under these, list existing resources or needed resources to help address those areas for improvement.

I have always found unhelpful recommendations that are extremely vague or full of "word salads". An issue cannot be generic (e.g. "the programme did not achieve its results") or indeed full of jargon. Visual aid are useful, but only if they add value to the conversation: a trend line showing how the promised results have not been realised is useful; a bar chart showing the results by market or product is not.

I have always found helpful to have healthy debates with colleagues about audit or similar reports. It is important to understand where each party comes from and why they have made certain choices in the past. This collaborative behaviour fosters trust and makes people less worried about failures; instead everyone is focussed on improving the organisation they work for and their career.