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Participatory evaluation: a missing component in the sustainable social change equation for public services
Author(s) -
Keast Robyn,
Waterhouse Jennifer
Publication year - 2006
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.744
Subject(s) - citizen journalism , parallels , organizational change , public sector , sustainable development , theory of change , participatory evaluation , social change , planned change , public service , process management , component (thermodynamics) , social welfare , business , sociology , public relations , economics , computer science , public administration , political science , economic growth , management , operations management , economy , physics , world wide web , law , thermodynamics
This article draws on a case study of organizational change with the Queensland public sector to showcase the contribution participatory approaches to evaluation make to sustained change. Key points outlined in the paper include: changes in human service organizations generally, and child welfare services in particular, have been proven to be difficult to achieve and sustain. Participatory processes including participatory evaluation are presented as key strategies to enhance the uptake of social and organizational change initiatives. Parallels to continuous change models are found within policy formulation and evaluation theories. In particular, participative evaluation models share similarities to continuous change models through their reliance on self‐evaluation and self‐determination as means of promoting change. A theoretical contribution to organizational change theories is made through the development of a change model that includes a participatory evaluation component as part of the equation for sustainable change. It is proposed that this model has a wider practical application.Copyright © 2006 John Wiley & Sons, Ltd.