Introduction

There is a lot do upfront if an evaluation is to be purposeful; scoping and setting its purpose (Chapter 2) is only a starting point. Whatever ‘close fit’ or, hopefully, consensus have been achieved in those purposing discussions, this needs to translate into clear, realistic and actionable objectives to steer the subsequent choices in design and delivery. An evaluation with a statement of purpose but without well- crafted objectives to steer its focus will be rudderless, lacking the necessary levers to shape and control where and how it is going.

Just as purpose- setting for an evaluation involves a managed process, so, too, its transition into sound objectives needs a well-considered approach. In this, evaluators will commonly find themselves needing to come to terms with often unrealistic or inconsistent expectations for what's to be done, further confused by differences in stakeholders’ expectations of the evaluation. This chapter explores some of the practicalities for how to get to grips with transitioning purpose to workable objectives and to manage for clear, realistic and deliverable expectations of them to shape a purposeful inquiry focus.

Challenging the ask: from wants to needs

Not all evaluations start with the benefit of careful purpose- setting. This may have been rushed, poorly defined or narrowly forged in not taking account of key stakeholder views. These gaps may not be immediately apparent. Evaluators under pressure for fast starts may only become conscious of these weak foundations some way downstream, leaving them faced with ambiguous, inadequate or unrealistic objectives. Purposeful evaluators will find it prudent to start off with an assumption that funders’ or commissioners’ ‘ask’ for the evaluation may be insufficiently considered. This constructive scepticism calls for proactive steps to be taken speedily to review or ‘challenge the ask’ before confirming the design.