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The second level of program evaluation: process and program monitoring evaluation
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This is the second part or article in a series on the various levels or types of program evaluation. Please see my other articles on this issue by clicking on the Program Evaluation link on my page.
Process and program monitoring evaluates how the program is being administered in order to determine if it is serving the target population as they were intended to be served.
See the accompanying slideshow for an outline of the purposes and procedures of process evaluation.
However, please note that this information is presented in a simple form, and that there are different ways of performing a process evaluation, and the method presented here in is my preferred method.
As you view the slides, you will notice that evaluating a program (or process) leads back to the development of the program. In other words, process evaluation can be used to develop a program or process as well as to evaluate it.
The example given in the slideshow is taken from reality; it is a dumpster beautification program that a municipality wanted to implement. This is the proper stage at which to perform a process evaluation, or what might be called in this case, program development. By developing the program using a process evaluation model, the program is built on the underlying causes of the problem it is intended to treat. Therefore, this method is often called a theory based development method because the program is built on the problems that the program intends to treat. Now, the performance of the process evaluation is quite simple, i.e. it simply verifies whether the outlined steps were performed as they were supposed to be performed.
Once again, please note that the slideshow is a simplification of this method, and that other methods of performing a process evaluation exist.
That being said, this method is also applicable to other evaluations that you make, both professionally and personally. Carefully examine the method, i.e. how it transitions from one stage to the next, and is based on the underlying causes of the problem. Situations in which symptoms are treated as opposed to underlying causes are obviously much less effective. Sometimes we have no other choice. For example, when the underlying causes of a serious medical condition is not known, the symptoms are treated in order to alleviate the patient's pain, discomfort, and perhaps to extend his or her life. This does not "cure" the problem, but it is the next best available option. However, if the underlying causes of the problem, or if those underlying causes that are the most significant contributors to the problem, can be known or identified, then a treatment for them can be developed. This applies to medical problems, program problems, social problems, organizational problems, and problems in your professional and personal life.
Another example, to make this more personal, is that of a teenager who drinks or uses drugs. You can achieve results by pointing a gun at his or her head, but that does not treat the underlying cause of his or her behavior. It is much more effective to understand WHY the teenager behaves in this manner, and to address those underlying causes. For example, he or she might be upset about a divorce in the family.
I have discussed how process and program monitoring evaluations can be used to develop programs, but do not forget that their main purpose is to evaluate whether a program is being administered in the way that it was intended to be administered.
I sincerely hope that this information is useful for you, and that you can apply it not only to government programs but also to your professional and personal life. It is a great way to improve each of those components.
Good luck!
