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Data Collection for Program Evaluation
Northwest Center for Public Health Practice
Introduction
This toolkit offers some additional information, templates, and resources to assist you in planning your own data collection for program evaluation.
General Evaluation
Program evaluation is a systematic way to collect information about the characteristics, activities, and results of a program in order to make deci- sions about the program. Evaluating a program helps you determine whether it is functioning as intended, or meeting its goals and objec- tives, and may help you identify areas for improvement. At NWCPHP we use the CDC’s Evaluation Framework to guide our practice. The CDC Evaluation Framework is described in our online module Program Evaluation in Public Health. Information about the framework and related resources are at www.cdc.gov/eval/framework.htm#summary.
Resources
Introduction to Program Evaluation for Public Health Programs The CDC also offers a 92-page self study guide, which includes worksheets and checklists for implementing the steps in the framework. www.cdc.gov/eval/evalguide.pdf
Public Health Agency of Canada’s Evaluation Toolkit includes specific infor- mation about how to plan for, design, conduct, and use the results of program evaluations. The toolkit is divided by topic area, and includes many worksheets and tools that you can print out for use in your organization. www.phac-aspc.gc.ca/php-psp/toolkit-eng.php
The site also has blank worksheets to help you establish your evaluation ques- tions and your data collection plan, identify stakeholders, and interpret your findings. www.phac-aspc.gc.ca/php-psp/pdf/toolkit/Appendix%20B.pdf
The Practice of Health Program Evaluation (2001) For more advanced evalu- ators, or for people interested in further study, Dr. David Grembowski’s book provides a thorough and academic discussion of program evaluation. The chap- ters most closely related to this course are: Chapter 3—Developing Evaluation Questions, Chapter 8—Measurement and Data Collection, Chapter 9—Data Analysis, Chapter 10—Disseminating the Answers.
Steps
Standards
Engage stakeholders
Describe the program Utility Feasibility Propriety Accuracy (^) evaluationFocus the design
Gather credible evidence
Justify conclusions
Ensure use and share lessons learned
Example
Word version of sample template
Overview of Data Collection This course focuses on step 4 of the CDC Framework: Gather Credible Evidence. There are many different methods for gathering data. You should select the method that best suits your needs.
Resources Kellogg Foundation’s Evaluation Handbook describes data collection methods in more detail than this course was able to cover. www.wkkf.org/pubs/tools/evaluation/pub770.pdf (see pages 69–96)
The Power of Proof: An Evaluation Primer provides information about prepar- ing to collect data, the different methods for collecting data, as well as tips for best practice. While this resource is designed for evaluating tobacco prevention and cessation programs, it is applicable to other areas of public health practice. www.ttac.org/power-of-proof www.ttac.org/power-of-proof/data_coll
Institutional Review Boards When you design your program evaluation, it is important to consider whether you need to contact an Institutional Review Board (IRB). IRBs are found at most universities and other large organizations that receive federal funding (such as hospitals, research institutes, and public health departments). An IRB is a committee of people who review proposed projects to ensure that the principles of autonomy, beneficence, and justice are honored.
Evaluation Plan
Program:
Date:
Evaluation Question
Indicators Data Source/ Method
Person Responsible Timeline
They will help you determine whether you are doing research, whether your research actually involves human subjects, and whether your research may be exempt from human subjects regulations due to lack of risk to participants.
Resources Washington State Department of Health Human Subjects Guide www.doh.wa.gov/Data/Guidelines/HumanSubjectsguide.htm
University of Washington Human Subjects Division www.washington.edu/research/hsd/index.php UW Human Subjects Division FAQ www.washington.edu/research/hsd/faq.php
The Belmont Report discusses U.S. law related to ethical treatment of human subjects. ohsr.od.nih.gov/guidelines/belmont.html
Data Collection Methods
Method Use when Advantages Disadvantages Document Review Program documents or literature are available and can provide insight into the program or the evaluation
- Data already exist
- Does not interrupt the program
- Little or no burden on others
- Can provide historical or comparison data
- Introduces little bias
- Time consuming
- Data limited to what exists and is available
- Data may be incomplete
- Requires clearly defining the data you’re seeking
Observation You want to learn how the program actually operates—its processes and activities
- Allows you to learn about the program as it is occurring
- Can reveal unanticipated information of value
- Flexible in the course of collecting data - Time consuming - Having an observer can alter events - Difficult to observe multiple processes simultaneously - Can be difficult to interpret observed behaviors Survey You want information directly from a defined group of people to get a general idea of a situation, to generalize about a population, or to get a total count of a particular characteristic
- Many standardized instru- ments available
- Can be anonymous
- Allows a large sample
- Standardized responses easy to analyze
- Able to obtain a large amount of data quickly
- Relatively low cost
- Convenient for respondents
- Sample may not be representative
- May have low return rate
- Wording can bias responses
- Closed-ended or brief responses may not provide the “whole story”
- Not suited for all people— e.g., those with low reading level
Interview You want to understand impressions and experiences in more detail and be able to expand or clarify responses
- Often better response rate than surveys
- Allows flexibility in questions/probes
- Allows more in-depth infor- mation to be gathered - Time consuming - Requires skilled interviewer - Less anonymity for respondent - Qualitative data more diffi- cult to analyze Focus Group You want to collect in-depth information from a group of people about their experi- ences and perceptions related to a specific issue.
- Collect multiple peoples’ input in one session
- Allows in-depth discussion
- Group interaction can produce greater insight
- Can be conducted in short time frame
- Can be relatively inexpen- sive compared to interviews
- Requires skilled facilitator
- Limited number of ques- tions can be asked
- Group setting may inhibit or influence opinions
- Data can be difficult to analyze
- Not appropriate for all topics or populations
- Percent of community who are Medicaid eligible
- Percentage of households who rent or own their homes
- Persons below the poverty level (number and percentage) by race
- Poison control center data
- Population distributed by age, race, and gender
- Property assessments
- Registry data
- Single heads of household (number and percentage)
- Surveillance data
- Transportation issues related to healthcare (indicator = miles of public transit per capita)
- Un/employment rates by race
- Vacant land
Sources Minkler, M. (Ed.), (1997). Community Organizing & Community Building for Health. New Brunswick, NJ: Rutgers University Press. Quinn, S., (1997). Unpublished syllabus. Chapel Hill, NC: University of North Carolina.
Observation Observation gathers information about a program as the program’s activities occur. Examples could be observing services being provided, training sessions, meetings, or special events. Observation done in an unobtrusive manner can provide important information about what really takes place.
Resources Collecting Evaluation Data: Direct Observation The University of Wisconsin Extension published a number of brief summaries about program evaluation and methods for evaluation. This segment has sample observation checklist templates, a list of aspects of programs that can be systematically observed, and sample field notes. learningstore.uwex.edu/pdf/G3658-5.pdf
The Power of Proof also offers a relatively brief overview of how, when, and why you might use observation for evaluation. www.ttac.org/power-of-proof/data_coll/observation
Example As we discussed in the course, it’s important to decide what you need to observe before you collect data by observation. It is helpful to make a checklist of things you need to look for during the observation period. This is the observa- tion checklist that Anita developed to assess the Brief Preparedness Assessment and Intervention.
BPAI Observation Checklist
Patient visit 1 ( done)
Patient visit 2 ( done)
Patient visit 3 ( done)
Patient visit 4 ( done)
Patient visit 5 ( done) Assessment
Awareness Planning
Actions taken
Intervention (key points)
Emergency/disasters Local/county response
Personal planning
Supplies/equipment
Written materials provided Preparedness Plan booklet
What to Do booklet (^) Public Info Program card
Emergency phone number card
Patient interest level
High (^)
Medium
Low
Total time
Notes
Word version of checklist
- Keep your questions simple Compound sentences force respondents to keep a lot of information in their heads, and are likely to produce unpredictable results. Example: “Imagine a situation where the production supervisor is away from the line, a series of defective parts is being manufactured, and you just heard that a new client requires ten thousand of these parts in order to make their production schedule. How empowered do you feel by your organization to stop the line and make the repairs to the manufacturing equipment?” This question is too complex for a clear, usable answer. Try breaking it down into component parts.
- Stay focused—avoid vague issues If you ask “When did you last see a movie?” you might get answers that refer to the last time your respondent rented a video, when you are really inter- ested in the last time the respondent went out to a movie theater. Consider too, “Please rate your satisfaction with the service you have received from this company.” This is a fine general question, but will not likely lead to any specific action steps. Particular elements of service must be probed if responses are to result in specific recommendations.
- If a question can be misinterpreted, it will be “What time do you normally eat dinner?” will be answered differently by people living in different regions; “dinner” can refer to either the midday or the evening meal. Be clear, concise, always beware of imprecise language and avoid double negatives.
- Include only one topic per question (avoid “double-barreled” questions) How would you interpret the responses to “Please rate your satisfaction with the amount and kind of care you received while in the hospital.” or, a ques- tion asking about speed and accuracy? If you want to be able to come up with specific recommended actions, you need specific questions.
- Avoid leading questions It is easy, and incorrect, to write a question that the respondent believes has a “right” answer. “Most doctors believe that exercise is good for you. Do you agree?” is an example of a leading question. Even the most well-meaning researcher can slant results by including extraneous information in a question. Leading questions can be used to prejudice results.
- Consider alternate ways to ask sensitive questions Some questions are obviously sensitive. Income, drug or alcohol consump- tion and sexual habits are clear examples of topics that must be asked about carefully. The question: “Did you vote in the last election?” has an element of sensitivity in it as well. Respondents might be unwilling to admit that they did not vote, because of civic pride or embarrassment. To avoid respondent alienation, it can be useful to mitigate the cost of answering “No” by includ- ing a way out. For example: “There are many reasons why people don’t get a chance to vote. Sometimes they have an emergency, or are ill, or simply can’t get to the polls. Thinking about the last election, do you happen to remember
if you voted?” Also, people are less likely to lie about their age in face-to-face interviews if they are asked what year they were born, rather than how old they are.
- Make sure the respondent has enough information Asking respondents “How effective has this company’s new distribution program been?” may not be as effective as “Recently, we implemented a new, centralized distribution system. Did you know this?” Followed by “Have you seen any positive benefits resulting from this change?” It can be beneficial to break down questions that require background information into two parts: a screening item describing the situation which asks if the respondent knows about it, and a follow-up question addressing attitudes the respondent has about the topic. Five rules for obtaining usable answers Useful answers are just as important as good questions. Here are some rules:
- Response options need to be mutually exclusive and exhaustive This is the most important rule to follow when providing response options. If response options are not mutually exclusive, the respondent will have more than one legitimate place for their answer. The response choices, “1 to 2,” “ to 3” and “More than 3” pose a problem for someone whose answer is “2.”
You must also ensure that the response options you provide cover every possibility. Asking “Which of the following beverages did you drink at least once during the past seven days?” and providing a list of coffee, soda and tea might be sufficient if you were doing a study on the consumption of caffein- ated drinks. But, they would not work if you wanted to know about broader consumption habits. If you are unable to provide a complete list of options, at least provide an “Other” choice. If the list of choices is too long, an open ended-question might be a better option.
- Keep open-ended questions to a minimum While open-ended (or verbatim) questions are a valuable tool, they should not be over-used. Not only can they result in respondent fatigue, but they pose problems in terms of coding and analysis.
- People interpret things differently, particularly when it comes to time Trouble-spots include responses such as “Always,” “Sometimes” and “Never.” You must build in a temporal frame of reference to ensure that all respon- dents are answering in the same way. As in this example from an interviewer- administered questionnaire, “I am going to read a list of publications. For each one, please tell me whether you read it regularly. By regularly I mean, at least three out of every four issues.”
- Consider a “Don’t Know” response It is useful to allow people to say they simply do not have an opinion about a topic. However, some investigators worry that people will opt for that choice, reducing the ability to analyze responses. Evidence shows that this fear is
Interviews Conducting interviews is a method that, like open-ended questions in a ques- tionnaire, allows you to obtain an individual’s response in their own words. Interviews differ from questionnaires in that they elicit more detailed quali- tative data and allow you to interact with the person to better understand their response. Interviews may be conducted in-person or over the phone. Interviewing is useful when you want more in-depth information about a person’s attributes, knowledge, attitudes/beliefs, or behaviors.
Resources
Key Informant Interviews by the University of Illinois Extension provides an excellent resource for learning more about key informant interviews. ppa.aces.uiuc.edu/KeyInform.htm
Research Methods Knowledge Base provides a great introduction to interviewing. www.socialresearchmethods.net/kb/intrview.php
Examples
Interview Documentation Word template
Focus Groups Like an interview, a focus group allows you to collect qualitative data. However, unlike interviews, in which data are collected by one-on-one interactions, focus groups provide data about a particular topic through small group discussions. Focus groups are an excellent method for obtaining opinions about programs and services. They produce information from many people in a short period of time, so can be an effective method when information is needed quickly.
Resources
Performance Monitoring and Evaluation Tips is a very simple four-page guide to conducting focus groups. www.usaid.gov/pubs/usaid_eval/pdf_docs/pnaby233.pdf
Using Focus Groups by the University of Toronto Health Communication Unit is a more thorough review of focus group design and use. www.thcu.ca/resource_db/pubs/982989842.pdf
Sampling When you collect data, you should think about your sample. Who will you recruit to complete your questionnaire or participate in a focus group? How will you recruit participants? How many should you recruit? As we discussed in the course, some of the answers to these questions depend on the sort of informa- tion you need.
Resources
Sampling and Sample Size Guide / Logistics Guides by the Public Health Agency of Canada offers an excellent and brief description of sampling techniques. www.phac-aspc.gc.ca/php-psp/pdf/toolkit/Appendix%20D%201-3.pdf
Sampling , a 12-page guide by University of Wisconsin Extension, has a table of random numbers and suggested sample sizes needed to detect change. learningstore.uwex.edu/pdf/G3658-03.pdf
Data Analysis
Resources
Analyzing Qualitative Data learningstore.uwex.edu/pdf/G3658-12.pdf
Analyzing Quantitative Data learningstore.uwex.edu/pdf/G3658-6.pdf
Problems With Using Microsoft Excel for Statistics explains why Microsoft Excel should not be used for more complex statistical analysis. www.stat.uiowa.edu/~jcryer/JSMTalk2001.pdf
Other Helpful Resources
SMART objectives www.marchofdimes.com/files/HI_SMART_objectives.pdf
www.cdc.gov/healthyyouth/evaluation/pdf/brief3b.pdf
Reading levels school.discoveryeducation.com/schrockguide/fry/fry.html
