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Eval Academy just released a new, free template: “Top 10 tips for facilitating an evaluation planning meeting”

Top 10 Tips for Facilitating an Evaluation Planning Meeting

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Curious about how to facilitate effective evaluation planning meetings? Our new template provides clear, actionable steps to ensure your meetings are productive, inclusive, and result-oriented.

Who’s it for?

This template is perfect for:

• Evaluation facilitators

• Program managers

• New and seasoned evaluators

• Project leads and decision-makers

What’s Inside?

This infographic outlines:

• The top 10 tips for facilitating evaluation planning meetings

• Key preparation steps to ensure success

• Practical advice for conducting and wrapping up meetings effectively

Learn more: related articles and links

• How to Kick Off Your Evaluation Kick-Off Meeting

• Evaluation Kick-Off Meeting Agenda (Template)

• What conversations do you need to have at the start of an evaluation?

• Information Request Checklist

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Recently, I took over as an evaluation lead for a large and complex evaluation project. The transition happened suddenly, much earlier than the scheduled date. Thus, we lost much of our preparation time, and I had to take over immediately.

Taking over a complex project has made me realize the importance of preparation and robust project management processes. Managing a program evaluation project requires careful planning, comprehensive communication, and a deep understanding of the project’s objectives, partners, and methodologies. Thus, when I took over the project, I had to learn about all aspects of the project and the evaluation quickly to maintain continuity, quality, and trust. This article outlines my reflections and essential steps for a smooth transition.

1. Preparing for the Transition 

Establish a Transition Plan: Before the transition begins, both the outgoing and incoming evaluation leads should collaboratively create a comprehensive transition plan. Of course, this is best practice and not always feasible during emergencies and/or unplanned staff changes. This plan should include a specific timeline for the handover process and key milestones. It should also clearly outline the duties of both the outgoing and incoming leads during the transition period.

Share Essential Documents with the Incoming Evaluation Lead: If it isn’t already accessible to the incoming evaluation lead, the outgoing lead should compile all relevant documentation. This can include:

• Project scope and objectives: project description, literature review, Terms of Reference.

• Evaluation plan and tools: evaluation plan, data collection tools, data files, reports and presentations generated by the evaluation team to date.

• Project management tools: project management documents such as the evaluation budget, invoices with deliverables and timelines, a list of project partners with roles and responsibilities, and contact information.

In addition, ensure that the incoming evaluation lead has access to all necessary digital tools and platforms used during the project. This includes project management software and data management systems (databases, survey tools, analytics, and reporting software vital for the evaluation process). Lastly, the incoming evaluation lead must have the appropriate permissions and clearance to access the project data.

2. Knowledge Transfer

During evaluation planning and implementation, evaluation leads learn a lot about the project and have an in-depth understanding of the project. It is critical to pass on this knowledge to the incoming evaluation lead as much as possible. An effective way of such knowledge transfer is through a series of meetings between the outgoing the incoming evaluation leads. During these meetings, the following topics should be addressed:

• Project Background: Discuss the history of the project, including its inception, any changes in direction, and important decisions made along the way.

• Partner/Client Engagement: Review clients and key project partners, their roles, expectations, and work styles (e.g., how the lead connects with them, how responsive and engaged they are). Discuss any past interactions, covering any formal and informal feedback from clients and partners and future engagement strategies.

• Timeline of Activities: A timeline visualizing completed and upcoming project milestones.

• Challenges and Risks: Discuss any ongoing challenges, unresolved issues, and risks associated with the project.

• Pending Tasks: Identify tasks that are pending or upcoming tasks that require immediate attention.

If it isn’t possible to arrange a series of meetings with the outgoing evaluation lead, you can set up regular meetings with the other evaluation team members. When I took over the project, having a regular meeting with the team was valuable for getting an in-depth understanding of the project and upcoming deliverables. Some details came out during conversations, and I feel those details have enhanced my transition experience, allowing me to feel confident and well-informed. The points mentioned above are still relevant topics to discuss with the team.

If the project was handled solely by the outgoing lead and no one else from your organization was involved in the evaluation, then review their notes and files to learn more about the topics mentioned above.

3. Internal Team Integration

If the incoming evaluation lead is new to the organization, establish a formal introduction opportunity and informal connections to build team rapport. Clearly outline the evaluation team’s roles and responsibilities, including the incoming evaluation lead’s. Discuss as a team the preferred work styles and expectations.

Again, encourage team meetings during the transition to promote open communication. Consider having a frequent team check-in to gain insights, address concerns, and foster team cohesion. Establish a mechanism for team members to provide feedback on the transition process.

I didn’t have to go through the team integration part, as I worked closely with the evaluation team supporting the project (Three Hive Consulting is a small and closely-knit organization). However, for larger organizations, building the evaluation team and making sure they have a good working relationship is essential, as team members need to collaborate and provide guidance to higher-ranking staff.  

4. Client and Partner Communication

Identify key project partners and clients and establish a communication plan to inform them about the upcoming changes. You don’t want project clients and partners to accidentally find out about the transition without following proper protocol. If you are working as an evaluation contractor, swapping staff might be easy and non-issue for some clients, but others might want detailed information about the incoming lead and how they fit in the role. Thus, plan to inform clients and partners as early as possible and per your contract and arrangement. When announcing the change, consider the following steps:

• Announcement Message: Craft a formal announcement regarding the transition, introducing the new evaluation lead and outlining their qualifications.

• Engagement Strategy: Discuss how the project will continue engaging clients and partners, ensuring that their needs and feedback are prioritized during the transition.

• Meetings: Schedule meetings between the new evaluation lead, clients and key partners to strengthen relationships and address concerns.

In my first meeting with the clients and partners, I summarized my background and experience and highlighted my working style. Since I had worked closely with the outgoing lead in the past, I was able to articulate how my evaluation management style differs from and aligns with the outgoing lead’s style. I believe this reassured the clients and partners gave them an idea of my working style.  

5. Continuous Project Management

• If possible, once the incoming lead has taken over the evaluation project, establish a period of continued support from the outgoing lead to provide guidance and answer questions as they arise. This has been a lifesaver for me as the outgoing lead I was covering for availed themselves to answer my questions after I took over. Sometimes, a 1-minute conversation or a text message can save many hours of frustration and inefficiency.  

• Solicit feedback regularly from clients, partners and the evaluation team to identify gaps and areas for improvement in the transition process for future evaluations. Incorporate lessons learned into best practices.

Conclusion

Overall, having a good project management and record-keeping system is valuable during planned and unplanned transitions. As the incoming evaluation lead, I was initially overwhelmed by the amount of information and complexity of the projects I inherited. However, my colleague’s meticulous project management system and our organization’s record-keeping processes were a saving grace.

At Three Hive, there are a few things we do as part of project management that made my life easier when I suddenly took over an evaluation project, which include:

• Having a detailed and updated evaluation plan. Like most evaluators, we are diligent in preparing a comprehensive evaluation plan, with methods, timeline and roles and responsibilities.

• We often write detailed meeting notes in a shared notebook, highlighting decisions made and actions required.

• If it’s a large evaluation, we sometimes prepare a monthly status update report outlining risks and mitigation strategies.

• We keep other team members up-to-date and engaged, often through quick project team huddles.

• We have a cohesive and supportive team that is willing to provide support as needed. We prioritize work based on need, urgency and time sensitivity.

Overall, transitioning to an evaluation project is hard and time-consuming. It takes a long time for the incoming evaluation lead to settle into their role. I found inheriting a project much more stressful than starting an evaluation project from the beginning. So, prepare as much as possible and give it time and grace!