competencies reflection, most of the this stretches resources irregular, but can be formalised and performed and experience work is day-to-day, and takes people away completed without taking regularly without taking responding to immediate from responding to people away from staff away from dealing needs; staff have no or immediate needs, staff responding to immediate with immediate needs; very little evaluative are interested in needs; some staff are The leadership and staff of experience or skills evaluative thinking and trained in some areas of the organisation is practice, but skill evaluative skills, evaluatively ‘savvy’, using development is often not particularly those focused evaluative data to inform prioritised on external reporting and learning and decisions and compliance there are experienced staff able to undertake evaluative work and studies for the organisation STRUCTURE AND SYSTEM CAPABILITIES
competencies and experience reflection, most of the work is day-to-day, responding to immediate needs; staff have no or very little evaluative experience or skills this stretches resources and takes people away from responding to immediate needs, staff are interested in evaluative thinking and practice, but skill development is often not prioritised irregular, but can be completed without taking people away from responding to immediate needs; some staff are trained in some areas of evaluative skills, particularly those focused on external reporting and compliance formalised and performed regularly without taking staff away from dealing with immediate needs; The leadership and staff of the organisation is evaluatively ‘savvy’, using evaluative data to inform learning and decisions and there are experienced staff able to undertake evaluative work and studies for the organisation STRUCTURE AND SYSTEM CAPABILITIES