Evaluation Models: CIPP
With so many potential factors to evaluate, it is advisable that High Growth Enterprise Coaches adopt an evaluation model to enable the development of a clear and effective evaluation plan. Two commonly used evaluation models are: The CIPP Model and Kirkpatrick’s Evaluation Model.
The CIPP Evaluation Model
There are many elements and inputs to any High Growth Enterprise Coaching Programme. The CIPP Model provides a framework identifying four core areas for evaluation: Context, Input, Process and Product.
The CIPP Evaluation Model
CIPP is a decision-focused approach to evaluation that emphasises the systematic provision of information for managing and reviewing the coaching programme.
To enable the High Growth Enterprise Coach to make better and informed decisions, evaluation activities should be planned to co-ordinate with the decisions that need to be made during the High Growth Enterprise Coaching Programme.
Data collection and reporting are then undertaken in order to promote more effective programme management. Since programmes change as they are implemented, the client and High Growth Enterprise Coach’s needs may also change.
Evaluation activities have to adapt to meet these changing needs as well as to ensure continuity of focus in order to trace development and performance over time. The four dimensions of the CIPP evaluation framework assist a decision-maker to answer four basic questions:
- What needs to be done? (The Context)
This involves collecting and analysing needs assessment data to determine broad objectives, set priorities and define the expected outcomes. This part of evaluation is closely associated with Stage 1 and 2 of the High Growth Enterprise Coaching Process: Engaging and Exploring.
- How should it be done? (The Inputs)
This involves the steps and resources needed to meet the new goals and objectives and might include identifying and reviewing successful external programmes and materials as well as gathering information.
- Is it being done as planned? (The Process)
This involves collecting information about how well the plan or strategy is being implemented. By continually monitoring the implementation of the project, clients and High Growth Enterprise Coaches are able to determine how well plans and strategies are being implemented, issues that are arising, adequacy of resources, and what modifications are necessary.
- Did it work? (The Product)
This part of the model requires different elements of the plan to be evaluated to identify to what extent the planned outcomes and goals were achieved? Questions might include:
- Were the inputs appropriate?
- How effectively were the inputs implemented?
- How transferable are the processes and outcomes to another context?
There are two dimensions of evaluation for each of the four components of CIPP: formative evaluation and summative evaluation.
The formative evaluation questions seek to identify and gather information during the High Growth Enterprise Coaching programme. In contrast, summative evaluation questions aim to evaluate the success of the High Growth Enterprise Coaching programme as a whole and on completion.
Formative evaluation provides the information to enable the modification of the programme during the lifetime of the programme whereas the summative evaluation is an end-on, retrospective analysis. High Growth Enterprise Coaches need to ensure there is sufficient formative evaluation rather than relying purely on summative evaluation.
The CIPP Evaluation Model: Formative and Summative
Click on the lesson title under the “Next” button below to access the following lesson.