Step 8: Reporting

The eighth step of the evaluation process, reporting, is carried out in a way that enables the addressees of the evaluation to utilise the evaluation findings. Ideally, reporting should be planned at an early stage of the evaluation process. The following points must be clarified: who will be the addressees? What informational interests do they have with regard to the reporting process? When will findings be reported? Who will be responsible for preparing the interim and final reports? In what format will reports be submitted?

Berichterstattung

To begin with, the addressees must be identified so that the reporting can be tailored to their specific needs. For clients and decision-makers, reporting must usually be very focused and findings must be presented in a way that is suited to the evaluation purpose (i.e. a ‘management summary’ of about 1–2 pages). In contrast, managers and employees who are directly involved in the object of evaluation often expect more detailed findings. Scientific experts tend to be less interested in the object of evaluation itself and are more interested in the theoretical principles and methods used. Finally, the general public may feel that the evaluation is important with regard to policy decisions or accountability for the financial resources used. The more general the circle of addressees, the less technical terms should be used. The scope of reporting must be adapted to the information processing capacities of the respective addressees. This often means that compromises must be made when presenting information, e.g. with regard to the level of detail or methodological subtleties.

The timing of reporting varies according to the evaluation purpose. Interim reports make it possible for managers and employees to use the findings to improve an object of evaluation that is still ongoing. A report at the end of the preliminary term of the object of evaluation provides managers with the information needed to make their decisions. It is also important to provide timely feedback on evaluation findings (and possible consequences) to data providers so that they can directly experience the benefits of their involvement.

Evaluators are not always expected to derive practical recommendations for action from evaluation findings and include these in their report. In some cases, however, this is exactly what is expected. If others are given (full or partial) responsibility for deciding what action needs to be taken, then the evaluators lose complete or partial control over this type of findings (and possibly have to reach compromises).

Reports must document the following: the data basis that gave rise to the valuations and recommendations; how this data basis was made available to the stakeholders for valuation of the object of evaluation; and how the valuation was carried out. Regardless of whether and by whom recommendations are formulated: It is not the task of the evaluators to make and implement the resulting decisions.

While the views of stakeholders are desirable and can enrich the interpretation of evaluation findings, in all cases, responsibility for reporting must always remain in the hands of evaluators. This must also be documented, if necessary.

In addition to written reporting formats, verbal reporting is also possible in cases where the evaluation process and key findings can be seen at a glance. All formats can be used both during and at the end of the evaluation.

The next step is to present and communicate the results - to the groups that will use the information. These can be apple producers, consumers, trade organisations, etc. The evaluator drafts reports, gives lectures and presentations and explains his/her findings.