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Gain a greater understanding of organizational capacity to do and use evaluation and implications for evaluation capacity building (ECB). This volume is unique in that it represents a multiple case study of eight organizations that were committed to ECB. It:Situates the study in terms of ECB theory and researchDelineates a conceptual frameworkPresents case profile reports and the results of a cross-case analysis.Discusses findings in terms of implications for research, theory, and practice.This is the 141st issue in the New Directions for Evaluationseries from Jossey-Bass. It is an official publication ofthe American Evaluation Association.

AbstractJ. Bradley Cousins traces some key advice from his mother and the example of his father through serendipitous encounters with mentors and work opportunities as instrumental in helping him develop a practical, utilization and problem‐solving orientation to the participatory evaluation approach he has used throughout his informal and professional evaluation life. See the interview document here: http://onlinelibrary.wiley.com/wol1/doi/10.1002/ev.20297/suppinfo. Read only. This should not be used in any form without explicit permission from the author.

AbstractResearch on organizational evaluation capacity building (ECB) has focused very much on the capacity to do evaluation, neglecting organizational demand for evaluation and the capacity to use it. This qualitative multiple case study comprises a systematic examination of organizational capacity within eight distinct organizations guided by a common conceptual framework. Described in this chapter are the rationale and methods for the study and then the sequential presentation of findings for each of the eight case organizations. Data collection and analyses for these studies occurred six years ago; findings are cross‐sectional and do not reflect changes in organizations or their capacity for evaluation since that time. The format for presenting the findings was standardized so as to foster cross‐case analyses, the focus for the next and final chapter of this volume.

AbstractChapter 2 of this volume provided a close look at the evaluation capacity of eight distinct organizations. The organizations were selected on the basis of their interest in and commitment to evaluation as leverage for program and organizational change. Having examined each of the organizations in terms of context, evaluation drivers, evaluation capacity to do and use evaluation, and forces and factors that affect such capacity, this chapter looks across them in order to learn more about the complexities of evaluation capacity. Beginning with a cross‐case lens, we recapitulate what we found from the cases about organizational evaluation capacity and then present an emergent thematic analysis and discussion. The chapter ends with some implications for research, theory, and practice in the area.

AbstractWe provide some concluding reflections about the sustainability of organizational capacity for evaluation arising from informal communications with some of our case organizations.

AbstractThe authors draw on empirical research on evaluation to consider how process use has been operationalized to date and what this may mean for ongoing research in this area.

This paper questions the adequacy of the process dimensions of the earlier version of the participatory framework. Their ongoing analysis of process dimensions reveals that the stakeholder selection dimension is problematic and needs reconsideration. This paper represents the framework and describes enhancements to the process dimension component. By way of illustration, the framework is applied to two separate case examples of practical participatory evaluation.