Emily’s last blog post (read it here) talked about when evaluation capacity building is the right choice. When we think about building capacity for evaluation, we think about intentional practice. This does not necessarily involve teaching people to conduct evaluation themselves, but helping people to ask the right questions and talk with the right people as they approach their work. RK&A has found this to be particularly important in the planning phases of projects.
The case study below is from a project RK&A did with the Museum of Nature and Science in Dallas, TX (now the Perot Museum of Nature and Science) and involved an interdisciplinary group of museum staff thinking intentionally about the impact the Museum hoped to have on the community. With a new building scheduled to open a year after this project took place, it was a wonderful time to think intentionally about the Museum’s impact.
Building Capacity to Evaluate 
An evaluation planning project with a nature and science museum
The Museum of Nature and Science (MNS) hired RK&A to develop an evaluation plan and build capacity to conduct evaluation in anticipation of the Museum’s new building scheduled to open in 2013.
How did we approach the project?
The evaluation planning project comprised a series of sequential steps, from strategic to tactical, working with an interdisciplinary group of staff across the Museum. The process began by clarifying the Museum’s intended impact that articulates the intended result of the Museum’s work and provides a guidepost for MNS’s evaluation: Our community will personally connect science to their daily lives. Focusing on the Museum’s four primary audiences that include adults, families, students, and educators, staff developed intended outcomes that serve as building blocks to impact and gauges for measurement. Next, RK&A worked with staff to develop an evaluation plan that identifies the Museum’s evaluation priorities over the next four years, supporting the purpose of evaluation at MNS to measure impact, understand audiences’ needs, gauge progress in the strategic plan, and inform decision making.
The final project step focused on building capacity among staff to conduct evaluation. Based on in-depth discussions with staff, RK&A developed three data collection instruments, including an adult program questionnaire, family observation guide, and family short-answer interview guide, to empower staff to begin evaluating the Museum’s programs. Then, several staff members were trained to systematically collect data using the customized evaluation tools.
What did we learn?
The process of building a museum’s capacity to conduct evaluation highlights an important consideration. Evaluating the museum’s work has become more important given accountability demands in the external environment. Stakeholders increasingly ask, How is the museum’s work affecting its audiences? What difference is the museum making in the quality of people’s lives?
Conducting systematic evaluation and implementing a learning approach to evaluation, however, require additional staff time which is a challenge for most museums. MNS staff recognized the need to create a realistic evaluation plan given competing demands on staff’s time. For example, the evaluation plan balances conducting evaluation internally, partnering with other organizations, and outsourcing to other service providers. Also, the plan incrementally implements the Museum’s evaluation initiatives over time. The Museum will begin with small steps in their efforts to affect great change.