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Editing based upon Feedback
The feedback will be discussed and incorporated as appropriate and agreed
upon with the Evaluation Management Committee
The total level of Effort for the Evaluation of Bridging the Gap was 42 consulting days
(approximately $40,000).
2.3 Changes to the Planned Methodology
The methodology was adjusted several times based upon discussion and
negotiation with the Evaluation Management Team as the project was carried
out, the requirements of time on task to travel and the Social and Economic Landscapes
in particular took longer than anticipated. In addition, there was a perception of
"interview fatigue" amongst both the clients and the other participants
in the program, so the meetings and interviews were cut down to a more manageable
number.
In addition, it proved difficult to find stakeholders to interview who were
knowledgeable about the operations of the project and had not been already
interviewed as part of another group, such as the CLN. In the end it was decided
to interview the respective Associate District Administrators of the College
of the North Atlantic on their experiences with the project.
2.4 An Organic Evaluation
There were many examples where this formative evaluation was able
to pass along suggestions for changes – based upon the interactive and organic
approach developed with the client.:
July, 2002:
"Over testing" Met with Suzanne Keeping (CNA
Student Services Counsellor – Clarenville Campus) We discussed the tests
that she administered as well as the testing process and came up with some
recommendations for change, based upon
her experience. Her primary concern was the degree of difficulty of the Aptitude
and Interest tests (considering the literacy rate of many of the potential
participants) more than the TABE one. I agreed to track Michelle down (she
is travelling on site visits) and discuss
it with her. This was one of the issues with the last evaluation. Michelle
B. sat in on many teleconferences with the College and they were fully aware
of the likely literacy levels of the
client base, yet they still didn't recommend tools
which were the best suited? Why? Raised with the client and this issue has been addressed.
August
Burgeo Diversification and Development Board. Michelle
is faced with either letting the BDDB cut loose and run the program from
a unilateral
approach or "forcing" him to operate by the BTG model which includes
a CLN and the marshalling of the community of resources that brings. But
the question is whether that is a key point of the model, or whether it
only works in some communities where there are strong CLN members who believe
strongly in team direction and decision–making. Perhaps in communities where
it isn't as strong as in Clarenville and where geography is such a strong
barrier to getting together, a more unilateral approach might be a wise move.
Not everyone is as team oriented as is Michelle and her CLN. There will
be a difficult decision in being clear on what is her own personal beliefs
and values on how to operate and what can work in the regions.
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