Inspire Nunavut Evaluation Plan

The Challenge

I was asked to create an evaluation plan for a 12-week social entrepreneurship program.

The Solution

I created a logic model for the program and outlined the roles and responsibilities of the Evaluation Stakeholder Workgroup. 

Due to the early stage of program development and the plan to expand it to multiple locations, I focused this evaluation plan on the outputs and short-term outcomes for continued program improvement. As the program grows, there will also need to be more accountability for the intended early outcomes.

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I drafted the following six questions and subquestions to monitor operations, program consistency, and the accountability of the program in achieving its short-term outcomes:

1. To what extent does the program achieve its short-term competency outcomes?

   • To what extent do participants change competency levels?​

   • To what extent are the competency levels appropriate for our participants?

   • To what extent are the competency levels appropriately aligned to the elearning modules, workshops, activities, and assignments?

   • To what extent do the elearning modules, workshops, activities, and assignments help grow participants’ competencies?

     • What elearning modules, workshops, activities, and assignments did participants feel contributed to their competency growth the most?

     • What elearning modules, workshops, activities, and assignments did participants feel contributed to their competency growth

       the least?​

2. To what extent did different types of participants benefit from the program?

   • What factors are common within participant achievement clusters?

   • What factors differ between participant achievement clusters?

   • What barriers did participants feel they faced in achieving the short-term outcomes?

   • What external factors did participants feel helped them achieve the short-term outcomes?

3. To what extent is the program functioning from an administrative, organizational, and personnel perspective?

   • ​How did staff feel about their role in program implementation?

   • How did Instructors feel about their role in program implementation?

   • What are best practices in relation to program implementation?

   • What are the barriers in relation to program implementation?

   • What recommendations do staff and SMEs have for future program implementers?

4. To what extent are variations in implementation occurring?

   • What variations occur for each offering and to what extent?

   • Why are variations occurring?

     • To what extent did staff think they were able to implement the activities as planned?

     • What components worked well?

     • What components did not work so well?

     • Are there unique challenges to implementing the program by site and what are they?

     • What innovations have been made for each offering?

     • What resources are being described as needed for implementing

   • To what extent are they likely to affect program outcomes?

5. To what extent are resources sufficient for program delivery?

   • What resources were useful for coordinators?

   • What resources were needed by coordinators?

   • What resources were useful for instructors?

   • What resources were needed by instructors?

6. To what extent was the program valuable?

   • ​Did participants feel the program was valuable?

     • Which components were the most valuable for participants?

     • Which components were the least valuable for participants?

   • Did coordinators feel the program was valuable?

     • Which components were the most valuable for coordinators?

     • Which components were the least valuable for coordinators?

   • Did instructors feel the program was valuable?

     • Which components were the most valuable for instructors?

     • Which components were the least valuable for instructors?

   • Did employers of participants feel the program was valuable?

     • What skill and knowledge strengths do employers notice in participants?

     • What skills and knowledge gaps do employers notice in participants?

   • Did business partners/funders of participants feel the program was valuable?

     • What skills and knowledge strengths do business partners/finders notice in participants?

     • What skills and knowledge gaps do business partners/finders notice in participants?

   • Did staff feel the program was valuable?

     • Which components were the most valuable for staff?

     • Which components were the least valuable for staff?

Data was intended to be collected from multiple perspectives and through as many pre-existing elements as possible. Most of the data would come from participants and individuals who have direct contact with them. To facilitate data collection, analysis, and dissemination, I created a Progress Report and Cohot Report and Dashboard. 

Software Used

Google Slides